Do you know about - The qoute With Defining information Requirements
Midwest Manufacturing! Again, for I know. Ready to share new things that are useful. You and your friends.As many of you know, I have been active in the information Technology (It) commerce for a long time now. It's a strange firm and, frankly, sometimes I wish I had never gotten complicated with it. Nonetheless, there are a lot of problems connected with It, such as computer performance, capacity planning, security, networking, disaster recovery, but probably the biggest question is requirements definition. In other words, accurately defining the information needs of the end-user. The commerce is truly quite good at designing and writing software, developing data bases, and acquiring hardware, but after all these years they still have issue comprehension what the user needs to run his or her part of the business. Consequently, the wrong solution is inevitably delivered to the user, thereby causing a lot of wasted time and money reworking the solution to fit the need.
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We had a good read. For the benefit of yourself. Be sure to read to the end. I want you to get good knowledge from Midwest Manufacturing.I am reminded of the story of an It Director at a Midwest shoe manufacturing firm who received a call from a Sales owner request for some help on a pressing problem. The It Director sent over one of his programmers to meet with the Sales owner and discuss the problem. Basically, the owner wanted a printout of all shoe sales sorted by model, volume, type, color, etc. The programmer immediately knew how to way the significant data and sorted it accordingly thereby producing a voluminous printout (three feet high) which he dutifully delivered to the user.
The It Director stopped by the Sales Manager's office a few days later to request if the programmer had adequately serviced the user. The sales owner afforded the programmer accolades on his doing and proudly pointed at the impressively thick printout sitting on his desk. The It Director then asked how the owner used the printout. He explained he took it home over the weekend, slowly sifted through the data, and built a description from it showing sales trends.
"Did you illustrate to the programmer you were going to do this?" asked the It Director.
"No," replied the Sales Manager.
"Are you aware we could have produced the description for you and saved you a lot of time and effort?"
"No."
This is a superior example of the blind important the blind. The user did not know how to adequately chronicle the firm problem, and the programmer asked the wrong questions. Remarkably, both the Sales owner and programmer were delighted with the results. The It Director simply shook his head in disbelief.
This is a typical scenario played out every day in the corporate world. Both sides feel frustration, the user and the systems people. The end user typically asks, "Why can't they give me what I want?" And the systems people claim, "The user doesn't know what he wants." I pronounce the user does know what he or she wants from a firm point-of-view, but stumbles through technical jargon. Then again, the user shouldn't have to learn the jargon of the systems world. This would be analogous to forcing the user to learn building engineering concepts when specifying a skyscraper, something that takes architects years to learn.
Instead, the systems people have to listen to the user (as architects do) and determined illustrate what he needs. A chronicle of the information requirements should be performed with the user, in base terms the user understands, for if the requirements are wrong, then everything that follows will be wrong.
To properly illustrate information requirements, the systems people should say something to the effect, "Assuming I give you the information you want, in the form you want it, what will you do with it? What actions and/or decisions will you make with it?" Only when the systems people can truly walk in the moccasins of the user, do they have the right to build a law for them.
Years ago, the Monty Python comedy troupe did a skit where the Pope was arguing with the Renaissance artist Michelangelo over the development of his preponderant painting, "The Last Supper." In the skit, the artist misinterpreted the Pope's requirements and originally produced a painting which included a scene featuring Jello, a kangaroo, a Mariachi Band, 28 disciples, and three Christs. The Pope, of course, was not satisfied with this and forced Michelangelo to convert the painting, over the artist's protests. The Pope closes by saying, "I may not know much about art, but I know what I like."
This same expression can be paraphrased by the end user to chronicle the question in requirements definition, "I may not know much about information Technology, but I know what I need to run the business."
Defining information requirements is the single most difficult task for systems people to achieve and, even after all these years, it remains the weakest link in the chain.
"An elegant solution to the wrong question solves nothing." - Bryce's Law
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