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It sounds like they needed a senior business systems analyst to map out the functional requirements specifications document. Usually, though not always, this h

It sounds like they needed a senior business systems analyst to map out the functional requirements specifications document. Usually, though not always, this helps to give a road map for the organization to follow. Bugs will arise of course, but usually, it becomes localized, and can be addressed individually. But for large systems, with lots of moving parts and data integrations with other systems, then you normally need a good, near-air-tight specifications document.

GordonS 6y ago
I work for a megacorp outsourcer, and when we run big projects, we embed Business Analysts in the business, so they are working alongside the key stakeholders/decision makers for the duration of the project. A recent project was valued at around $10M USD, but for that the customer got a fully-featured mobile app that their entire blue-collar workforce will use every single day, replacing gigantic paper work packs. The backend was hybrid-cloud, interfacing with multiple on-prem systems, including a legacy ERP system which had started life in the early 80's. So, it was a big and complex project - but it was also a successful one, because we know how to run projects like this. There were various factors that led to success. The BAs were probably most integral. We also held regular week-long workshops with the customer to work on the backlog, with the architect/tech lead (me) and dev team leads all present too. There was a group of pilot users, that always had access to the latest features. And of course, we used automated tests. Any big corp, like Deloitte, should be able to deliver a relatively simple website, even if it has multiple integrations with legacy systems. And they should be able to advise and steer the customer if they are woolly on what they actually need - there is only so much blame you can put at the customer's door when systems like this are a disaster.

GordonS 6y ago

I work for a megacorp outsourcer, and when we run big projects, we embed Business Analysts in the business, so they are working alongside the key stakeholders/decision makers for the duration of the project. A recent project was valued at around $10M USD, but for that the customer got a fully-featured mobile app that their entire blue-collar workforce will use every single day, replacing gigantic paper work packs. The backend was hybrid-cloud, interfacing with multiple on-prem systems, including a legacy ERP system which had started life in the early 80's. So, it was a big and complex project - but it was also a successful one, because we know how to run projects like this. There were various factors that led to success. The BAs were probably most integral. We also held regular week-long workshops with the customer to work on the backlog, with the architect/tech lead (me) and dev team leads all present too. There was a group of pilot users, that always had access to the latest features. And of course, we used automated tests. Any big corp, like Deloitte, should be able to deliver a relatively simple website, even if it has multiple integrations with legacy systems. And they should be able to advise and steer the customer if they are woolly on what they actually need - there is only so much blame you can put at the customer's door when systems like this are a disaster.