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> Two years later, the client canceled the two-years-late project before it ever launched. They ate a $60M loss. You could say that the customer got exactly wh
by SevenNation 4y ago
> Two years later, the client canceled the two-years-late project before it ever launched. They ate a $60M loss.
You could say that the customer got exactly what they paid for. The customer lacked the ability pay in terms of specifications, so what they got was what $60M and a half-hearted attempt to articulate what they needed could buy.
On the other hand, the customer never knows what they want. You could say that's the job of the software company - to slog through the mountain of feature requests disguised as specifications to arrive at a system that will actually solve the customer's real problem.
- dropit_sphere 4y agocaveat emptor...
- cestith 4y ago> You could say that's the job of the software company - to slog through the mountain of feature requests disguised as specifications to arrive at a system that will actually solve the customer's real problem. That's the role of a business analyst, product owner, customer liaison, sales engineer, or some similar role for sure. If you're running a large project without one of those as a dedicated full-time resource then it falls on the project manager. If the PM can't do that, they should delegate to some role like those, possibly a few of them for various vertical slices of the project.