Many projects and products of South Korea Email List systems or IT services departments fail. One of the causes of this phenomenon is to underestimate the formalization of business needs with users . This is mainly a methodological problem that leads to think that users are not capable of it. The inescapable conclusion that throws a project’s chances of success into oblivion is the famous quote from Henry Ford, widely used by Steve Jobs: ” If I had asked my clients what they expected, they would have answered” a faster horse And not cars. Moreover, this quote shows the methodological problem very well: we ask our clients for a solution and not to express their problems, their needs.
By asking the right questions, one must end up having: “get around quickly” and the car or a horse on steroids are possible solutions that engineers or biologists can come up with. I therefore advise you not to do like Steve Jobs unless you have his abilities. Indeed, users know their business, have expectations, so we must help them formalize and express their business needs . In the closet with the black turtleneck , put on your shoes and understand the job of your users! The identification or emergence of a need by a project manager and by decision-makers Carrying out a short analysis of the need, benefits, costs and an outline of a potential technical solution
When and why should business needs
Defining business needs with users, regardless of technology. During this step, the project manager takes the opportunity to understand the user’s business process The crossing of business needs with the technological knowledge of IT experts / architects and the project manager. This step leads to a functional coverage study of several solutions and to the identification of a selection of solutions that can meet the needs. This selection of solutions is then analyzed and tested by the project manager. The simplest and least expensive solution (s) will then be presented and tested with the user to validate or not the selection.
A framework file is put together by the project manager. It includes the definition of the scope, deliverables, technical solution, budget, resources, operation, etc. The dossier is presented to decision-makers who may or may not launch the project Defining business needs is therefore essential when launching a project. Business needs are your guide, your “checkboxes” in identifying solutions, and testing these solutions during acceptance. If the user’s job is not understood or his expectations are not or badly perceived, the project is therefore very likely to fail because it will produce solutions that fail! As you could see in the previous part
What is the methodological problem
at no time should the project manager ask the user which technological solution can meet his needs! And yet, there are still many project managers who do the opposite! Software vendor marketing, conformism (“you will never blame me for failing by choosing the market leader”) and peer discussions drive this. describe their activity, as they experience it with the existing software. Which is not bad because it allows them to understand their process but is a huge obstacle to finding “THE SOLUTION” most suited to their business needs. The project manager therefore formalizes this information and ends up telling himself that business users are incapable of expressing their business needs
Once the preliminary draft is validated, the project can begin. One of the important stages of a project is to launch one or more POCs. The objective of a POC is to officially validate that a solution is the right one to answer the problems of the users. If you want to know more about the POC No, it is rather insidious: “there the customer did not want to know anything and did not want to pay our overrun of the fixed price, and yet the overrun was justified by the situation. On the next estimate, add 20% so that we can rebuild our margin ”. And so on, like an infernal gear, until it breaks.