Communication story (2)

Scenario 1:

A project was settled and a management system was built. After receiving the project, we set up a project team and sent the requirement analysis personnel to work on demand development, however, the customer only provides several pages of paper and tells us that this is the most detailed requirement. This is also a problem frequently encountered during project requirement development, so we began to give full play to our professional capabilities. First, we analyzed their business processes for our customers based on these clues, and fully normalized the business processes into system models, then, I confirmed step by step with the customer, visited multiple relevant departments, and learned about the current operation mode and workflow of the enterprise, after more than one month of confirmation, the requirement specification was finally formed, and the vigorous demand development was completed.

A serious problem occurred when I confirmed the specification for the customer. The customer said, "I understand the specification, but it is not what we need ". The reason is that the customer expects to take the opportunity of this project to adjust and optimize the existing process, rather than simply electronic the current workflow. Although the current workflow is accurately described in the requirement, this is not what the customer expects.

The results are simple but complex. Simply put, the requirement specification does not need to be adjusted too much, but only needs to be modified locally. The complexity is that a system needs to be mounted immediately, which is related to changes in original work habits and management systems, the requirement for an electronic system is not as simple as that of an electronic system. Later, the system was successfully mounted with a series of "operating procedures.

It seems that the customer's requirement is not as simple as a system. The customer wants this system to bring some changes to it.

Scenario 2:

A customer is about to go to itil. This time it should be mobilized from top to bottom, and the customer is determined to do a good job if the customer fails. However, customers alone are not doing well, and customers know this. Therefore, they have hired a well-known company to consult and straighten out their work processes from the beginning, so that ITIL can be truly implemented, play its "Due" role.

As a supplier implementing ITIL, we participated in this project and joined the consulting phase from the beginning. If we still use the "professional Method" in scenario 1, it is estimated that this project will fail very ugly. In the implementation process, we cannot make such assumptions: as long as we straighten out the business and implement the content that can be automated, it is successful. Because the customer's "business" was just built for it by the consulting company, and even the customer has not yet realized that this is his business, on this basis to implement the system, it is difficult to clarify whether the business is not implemented or whether the business summarized by the consulting company is not in line with the business.

Comments:

In scenario 1, from the very beginning, we thought that as long as we had to figure out how the current process was, and achieve System Automation with its reasonable or optimized implementation. This problem is complicated. In this scenario, we are not in touch with people who really grasp this idea or have the right to speak about the system from the perspective of communication, the level of communication is not high enough, or it is precisely because people with such construction ideas generally have a relatively high level of posts, and we are rarely able to communicate with him "construction ideas" without any foundation ", so we let him go and prepare materials and research demands. When we really gave feedback to him, he told us that we were in the wrong direction, not because our staff at lower levels had fooled us, instead, people at lower levels have no sense of direction in system construction and can only tell us what is happening now. This phenomenon is more obvious in large enterprises.In project management, the project manager must maintain good communication with a certain level of customer personnel, in formal form such as written form and informal form such as telephone calls and interviews, the customer orientation is consistent.

In scenario 2, only implementation is not enough. We must also do a good job of "Retreat" in the consulting stage, and discuss the business optimization solution with the customer, we also use the opportunity to maintain the habit and channel of communication with the customer's high-level personnel. After the consulting company exits, we use this channel to work with the customer to plan the ITIL implementation solution, instead of making the customer think that, after consulting, everything is fine, and the implementation is very simple. The customer should be unified to the same front, so that the customer can utilize the Consulting Results. Similar to scenario 1, in this project, what the customer wants is not as simple as an ITIL implementation solution. While implementing it, we also need to work with the customer to develop operational procedures for system escort, and use the procedures and systems to clear the way for the application of the system, so that the system can run well, is the true success of this project.