You are a senior software development consultant with a major consulting firm. You have been asked to conduct a follow-up assessment of the software development process for ABCXYZ Corporation, a company for which you had performed an initial assessment using CMMI two years prior. At the initial assessment, you determined the company’s level of maturity to be level 2. Since that assessment, the organization has spent a lot of time and effort following your recommendations to raise its level of process maturity. The organization appointed a senior member of its IT staff to be a process management guru and paid him $150,000 per year to lead the improvement effort. This senior member adopted a methodology for standard software development and required all project managers to go through a one-week training course at a total cost of more than $2 million. Unfortunately, these efforts did not significantly improve process maturity because senior management failed to hold project managers accountable for actually using the standard development methodology in their projects. Too many project managers convinced senior management that the new methodology was not necessary for their particular project and would just slow things down. You are concerned that when senior management learns that no real progress has been made, they will refuse to accept partial blame for the failure and instead drop all attempts at further improvement. You are also likely to lose your contract with the firm. What would you do?