Too often in IT projects, requirements are elicited from Subject Matter Experts whose prime role is to assist in identifying and elaborating on the business requirements.

These SME’s are sometimes “field operators” who’ve come from the business trenches. They understand the intricacies of the operational environment and therefore understand the impact of their decisions on the people whose life the proposed IT system is supposed to improve.

Sometimes, however, these designated SME’s are professional analysts (business and process analysts) whose core competency is in their ability to apply analytical skills to the process of determining best outcome for the business.

In a recent article in the CrossTalk magazine (“An Integrated Framework for Performance Excellence“) the author, Jeffrey L. Dutton, suggests that there are three driving principles of performance improvements. It is the second driving principle that caught my attention, as it’s heading is “Involved Leadership and Process Ownership by Process ‘Doers‘”. The gist of his message is that reducing or thwarting any possible end-users’ resistance can be substantially reduced by involving these people (or their representatives) in the first place.

If you’ve been involved in IT projects, where requirements were properly signed-off by all parties concerned, only to be challenged and compromised  during User Acceptance Testing, you’ll understand what I’m talking about.

Think about it!

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  2. So, what’s the solution? Augmenting real business and with professional analysts? Teaching analytical skills to smes? And are process operators the same as process owners?


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