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Final Business Decisions Not Being Made

The following is an excerpt from a book written by Sanjiv Purba and Joseph Zucchero, published by McGraw-Hill/Osborne, 2100 Powell Street, 10th Floor, Emeryville, California 94608 U.S.A. Sanjiv has over 20 years of experience managing large projects and many years engaged in rescuing ailing projects.



"Incomplete or wavering business decisions are a sign of some really terrible things with equally terrible consequences. While this seems to be intuitively obvious, many projects from the small two-person team to the $50 million mega-initiative may be based on a high level business vision with multiple unfinished scenarios and business rules. In this case, project teams start to build what they are certain about, while business decisions are made. This can take you only so far before a lack of business clarity means a lot of rework later in the process. Here are some examples of critical business decisions that require answers early in the project lifecycle:
  • Who is the business owner - who determines the final acceptance criteria?
  • What exactly should the final product look like?
  • How many defects are acceptable?
  • What are the performance and operations criteria of the final solution?
  • What are the business rules? Which are key? What is the relative priority of the ones that remain? What will users accept?"