Re: Key Preformance Indicator

Bob Dawson wrote:

"Patrick Moloney" wrote

If your users asked for the wrong solution, or if they
didn't put in the effort to make a full and correct request,
that is not your fault.

I couldn't disagree more. I think IT/IS is very much responsible for
the business value of the the software they deliver, and that means
being very much concerned about whether the functional specs are
right. I think 'meets spec' is about the worst defense of bad
software that can be given, because it shows that the IT department
doesn't measure itself by business value delivered, but by artificial
internal metrics that may have precious little to do with business
objectives. To my way of thinking, a project delivered to spec, on
time, and within budget might nevertheless be a failure, and IT
management shares responsibility for that.

[...] So, from a project
management point of view, make sure you get good requirements
then measure your success in creating solutions ...

This I agree with, so I suppose it comes down to what 'good
requirements' means, and what a 'solution' is.

bobD


I'm very much an active and involved participant in projects, some
would say too involved or worse. So it's hard to disagree with what you
say, but I decided to give what I believe is the one best answer for
all situations. Different practices in smaller companies are often the
standard, and I've worked in both. I think that, following good project
management practice would produce good requirements, accurate business
value and good final results. But who is going to estimate the business
value? IT or the people responsible for marketing, support whatever. If
the sponsor feels that this project will be valuable, you may be able
to disuade him with facts or not. You probably can't just override his
estimate of business value.

--
Patrick Moloney
.

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