今朝既meeting真係好有趣
有同事講下佢呢半年黎做project既經驗, 點樣由幾張powerpoint 寫成既”requirement”開始, 做到今日(都未有野睇)
雖然無起其他大公司番過咁耐工,都想象到,而家遇到既問題,應該好common
1. Business users think they know what they want, but actually they do not
2. Governance. Too many stakeholders are involved in discussion. Who to make the final decision?
3. Deadline that cannot be changed.
1要求business analyst有非凡既requirement engineering skills, 呢D skill已經好少有架喇,加上一個BA係scarce resource,真係好難expect佢可以擺到幾多時間落黎
「有問題?escalate比你既programme manager啦」
3係more a office politics. 如果呢個programme死左,邊個要人頭落地?下年budget會點?有幾多人bonus會因此受到影響?
2係…firmwide問題,有business stakeholder, 有chief technology officer, 仲有各個可能有關係既system/component owner, 個個都加把咀落黎
如果個個人都可以一齊討論都還好
最慘係,A+B+C+D今日討論完,聽日B+C+D+E討論;E話A講既野有問題wor, 然後大家同意follow-up, 下次A+B+D+E討論,A+E com掂數,再下次討論C又話唔妥
呢D問題唔係話你send 左email出黎或者document 低或者raise左issue就解決到
呢種discussion model只會raise出越黎越多issue越黎越多dependencies.
so? 討論左十次都仲有問題,應該點?
可以escalate,可以起programme level mark as 一個risk
過左point of no return應該投降話我唔會起deadline前deliver到,又或者叫business再諗下呢個requirement仲要唔要
又番番去問題2,一個只許成功不許失敗既project…
governance, 好似係我第一次感覺到BBA既topic起workplace係有D用
Principles of Management / Business Strategy好似都有討論過governance既問題
最基本既係separation of ownership and management
夾硬塞落黎就係每個programe / system / component 都有佢既 owner + programme / development manager
點既governance先係effective既governance?
忽然想搵番BUSI1007本textbook睇下
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