Whos's responsible for business requirements?

An oft-heard refrain in IT Project Management circles:

If the business would get their requirements right, we’d be able to deliver this project on-time!”

How many project delays have come from shifting scope and requirements? More than a few, based on my experience. So how does one approach this problem?

Part of the answer lies in the question itself. It assumes that the business is responsible for imparting their requirements to IT in such as manner that IT can successfully deliver. Yet “the business” often knows little about the underlying technology, and thus has a hard time articulating their requirements in terms the technologists in IT will understand.

What is needed – and what works in successful project and IT departments – is a translator. We often think of the business analyst role fitting the bill perfectly. Their job, after all, is to understand the business issues and help determine the technical requirements that will fit the bill. The problem is, they are not driving the project – the project manager is.

There is another issue in this conundrum: sometimes the business customers of a project think they know what they want in technology terms, and try to input their requirements in that manner. Something like: “We need a new sales force automation system that is web-based, syncs with MS Outlook, and integrates with the finance system”.

Why? Perhaps they are trying to increase the efficiency of the sales force. Or, perhaps increasing their visibility into credit issues through finance. Or, they need better visibility into the sales pipeline.

My point here is simple: For a project to be successful, a clearly defined business target is required. This is a vision that sits above the requirements. Indeed, if specific requirements don’t help produce that vision, they may not belong in the scope of the project. It also helps to separate the critical items from the “nice to have” requirements.

Given a business target, the project needs a Project Manager that understands the target and can drive the team to deliver. Why the project manager? Because business is a fluid undertaking, and the requirements may indeed change – but the vision should not. The project manager needs to be able to collaborate with business stakeholders – on their terms – to help sort through the shifting landscape and determine if and when changes to the project are required.

I was once asked to manage a large payroll system enhancement project. Lots of detailed requirements, lots of good business reasons to upgrade, including changing tax regulations and international expansion. And over 100,000 people on the payroll. I asked the VP in charge: “Why me? You have plenty of qualified project managers in IT.” Her reply: “Because, at the end of the day, come hell or high water, I know you will make sure all of those employees get paid.”

Now that’s a business target.