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How best to translate business needs into IT-empowered actions?
Many Focus contributors agree that IT can be a strong facilitator and enabler of business goals ranging from more efficient internal operations to better relationships with customers, partners and prospects. But let's face it, IT and business decisions are often discussed using different language, or using the same language to mean entirely different things. So what are the best tools for communicating business requirements in ways that translate into effective IT-related actions? Frequent real-time discussions? Well-documented, well-enforced processes? Common or linked metrics? Internal service level agreements (SLAs)? What works? What doesn't?
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3 Answers
I always recommend the T - P - T method, or Task - Process - Tools. The business people should identify the Task to be done, completely define the Process used to accomplish that task, and then, and only then, choose the Tools used in the process. IT people far too often put the Tools first, and many business people follow along.
Hi
the main issue I see is that most of the time IT is not driven by business goals, IT is driven sometimes by dates (deadlines), by implementation complexity, etc, etc... the issue here is that business needs need to be the same as for IT, therefore they will share results and success. I see IT (the tool, not the people) as a facilitator to reach the goal, the process enabler sometimes, not the reason why a business fails or sucess.
By the way, in Calixe (www.calixe.com), we are focused on this, make sure IT and Business share same vision, goals, drivers, etc, etc...
regards
eduardo@calixe.com
I agree with Eduardo, in that IT is typically not driven by business goals in my client's organizations. One of the most important (and basic) things to ensure mutual success for any undertaking is to create a stable base. Setting realistic business goals and success metrics, jointly creating a process to manage to those goals, and communicating this among everyone sharing responsibility will go A LONG WAY toward success. It is simply not enough to pass out a project plan and requirements document and expect a successful outcome.
One thing that I have focused on heavily over the past 8 years is bridging any gaps that exist between IT and business organizations, and the only thing that you can rely on is that it will vary between different companies. Knowing that, I suggest starting by getting the key players engaged in a facilitated discussion to set the groundwork (goals, metrics, timelines). Once this is established, getting buy-in from a larger audience is key. I consider this the selling phase, where the goals, process, and success factors are communicated to the team, and in response the team responds by committing to the project. From here on out, the processes will enable the project to stay on track and ensure requirements are accurately communicated. We’ve had great success in Agile methods, where a system or application is built iteratively and the business requirements are solicited and relayed back for input in a 2 week period, reducing the time which passes between requirements and solution. This fosters a high level of communication and typically reduces barriers that stifle other projects. In organizations where agility is not a key trait, we will look to more formal documentation, review, and processes to ensure success.
The bottom line is, it all depends on the organization you are working within and the relationships and processes already established.
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