When is a business case not a business case (part two)

A key to building a rock solid business case is to understand the relationships between requirements, features, benefits and risks and to take a methodical approach to evaluating likely ROI as a key part of the process.

Business rules, Process rules, Process, Data, different viewpoints on requirements.

To fully understand requirements it is necessary to break them down and consider each on it’s own merit. First of all requirements come from different viewpoints and these angles must be fully considered.
The key viewpoints to consider are: Business rules, Processes, Process rules, Data rules and models, Operating environment internal and external, Culture, Skills, Adaptability.

Getting the mountain to Mohammed

Few IT professionals have any grasp of the difficulty facing a business person who needs to stay abreast of tough competitors and try to win competitive advantage via IT without understanding how IT works sufficiently to make the right decisions.
Few people in business have any appreciation of exactly how complex and demanding a job it is to ask them what they want, give it to them and get a “thank you, that was great.”

IT investment for the small businessman and novice.

1. It investment should never cost you money, it is an investment and the ROI should be clear.
Build a business case professionally and then invest with confidence.
The question to ask is; who would you rather trust with your capital, your own business, some investment bank, or maybe a fund manager?

Where has all the money gone? – you wouldn’t believe it

Don’t let this reference to red tape fool you. It is mission critical to understand the difference between vital process and red tape and it’s not always immediately obvious.
The key to cost cutting in any area is knowing what to cut. The word we are after is waste, but even that can be misleading. In the world of Lean everything outside of the critical value adding moment is deemed to be waste, but nobody imagines that you can eliminate most of it let alone all.

Contract negotiation and on we go

A shock for the project manager

In the last instalment we discussed the way in which a vendor had been chosen that near total disregard for the goals of the project in the course of making that decision. Now we will look at what happened after the decision was made.

UAT – me, how do I do that?

The problem with C Image via WikipediaOTS purchases and traditional testing methods is just that.
Well, it’s just that the methods were designed for a world where teams of engineers spent months writing code and then began to stabilise it and introduce it slowly into the business environment until it was a stable release and a good match for the tightly defined requirements. At least that was the theory,

Delivering benefits is no longer about getting a system signed off

(Who’s minding the shop?) This blog is an attempt to stimulate discussion and understanding of the balance of responsibility for delivering business benefits from IT investment. It is now fairly widely recognised that this is not as simple as choosing a system, getting it working and reaping the benefits, but as yet we can call … Read more

Communication for project managers

Before you even consider communication with any audience from one person to 100 million people, you need to first gain their respect and trust. If you don’t, why should they listen to you.
Just like you they are bombarded with messages all day every day and they only have time to listen to a choice few that come from trusted sources , that gain their attention and arouse their interest.

Communication skills for project managers – Presentation skills

Image by Getty Images via Daylife  Read Part one    Read Part two Presentation skills – Part three As part of a series on soft skills for project managers, last week I wrote a section on communication skills. It may seem that it is a little odd not to include presentation skills as a communication skill … Read more

The art of The Turnaround

  There was a time when I billed myself as a turnaround specialist. Doing turnarounds was often a fast-track to good long-term relationships for an interim or consultant. I’m not going to bore you with the usual list of coded answers about why they fail, but rather to say that most failures have not actually … Read more

Selecting Waterfall, structured, Iterative or agile for your software project

First lets understand the difference. Waterfall is the most misquoted of all methods. Waterfall is defined by the simple fact that each stage in the project must complete fully and be agreed/signed-off before the next stage can begin. Sometimes it is very important that the previous stage was fully and correctly completed. An example would … Read more

Delivering the right project

Really! – Have you seen this new stuff?
This could easily have been Mick Jagger and Keith Richards after their first successful gig. In the modern world, it is more likely to be a hard working CTO talking to a COO about his systems needs

About the author

Edward Taaffe has a 10 year record of achievement in project and Programme management in both the private and public sectors ranging from negotiating with local authorities to use centralised shared services to introducing ground breaking technology to government and convincing them of the benefits of early adoption. Previously and interspersed with this, he has … Read more