Post by account_disabled on Jan 22, 2024 4:37:53 GMT
It would seem that the development of the site has little to do with saving the unique Amazon rainforests from forest fires. The urgency here is conditional, and you can rush slowly. But in general this is not the case. Over 20 years of work in the market, we at WEZOM have firmly understood that urgency is urgency. Whether in a fire, or in the development of a complex IT product. Development is impossible without prompt and constant communication with the customer. Nothing will work without a customer According to a study by the Standish Group (SG), only about a third of IT projects implemented over the past 5 years (31%) can be considered completely successful. A successful project is one that met the stated deadlines, did not exceed the approved budget and completely satisfied the customer. More than half of IT projects fail according to at least one of these criteria, and are therefore classified as “controversial.” About 20% are completely called failures - these are billions of dollars in losses, “merged” budgets and lost opportunities.
Why is this happening? Analysts from the same SG have been insisting for many years that large budgets, advanced technologies and stellar teams of specialists do not guarantee success if management on the customer’s side is poorly involved in the development. A clear understanding of the business goals of the project and life-giving feedback are as important for developm B2B Email List ent as the talent of a designer and the golden hands of a programmer. Customers are people too It would seem that the customer should root for his project with all his heart and constantly monitor it (after all, he pays money for it). The solution seems obvious - to give the customer the means of control over the development process: to coordinate each stage, report on each sprint and on each new feature. In reality, everything is more complicated. Customers are people too. Some cannot monitor development because they are busy with their own tasks, others do not see their role in development and “leave everything to the professionals,” others act as intermediaries and cannot make decisions on their own.
In the end, some customers simply “burn out” and lose interest. Development is a technically complex and very time-consuming process - months of painstaking work by specialists. The development team faces an unusual dilemma: keeping the customer engaged in the work. Without this, the entire project may simply fail - entailing, if not financial, then image losses. Time problem Communication between the contractor and the customer is always a problem of timing. On the one hand, both parties are extremely busy and have a hard time managing their time. On the other hand, successful development requires strict adherence to the plan and does not tolerate missed deadlines for approvals and feedback. At the same time, communication itself eats up a lot of working hours. In almost any business, managers can tell stories about how various meetings begin to quietly eat up most of the workday. When working with foreign customers, this may interfere with the problem of time zones. Let's say a US client wants to ask urgent questions during his working hours, but a contractor representative on this side of the Atlantic is asleep at the time. Communication without mutually agreeable time management is a great way to fail development.
Why is this happening? Analysts from the same SG have been insisting for many years that large budgets, advanced technologies and stellar teams of specialists do not guarantee success if management on the customer’s side is poorly involved in the development. A clear understanding of the business goals of the project and life-giving feedback are as important for developm B2B Email List ent as the talent of a designer and the golden hands of a programmer. Customers are people too It would seem that the customer should root for his project with all his heart and constantly monitor it (after all, he pays money for it). The solution seems obvious - to give the customer the means of control over the development process: to coordinate each stage, report on each sprint and on each new feature. In reality, everything is more complicated. Customers are people too. Some cannot monitor development because they are busy with their own tasks, others do not see their role in development and “leave everything to the professionals,” others act as intermediaries and cannot make decisions on their own.
In the end, some customers simply “burn out” and lose interest. Development is a technically complex and very time-consuming process - months of painstaking work by specialists. The development team faces an unusual dilemma: keeping the customer engaged in the work. Without this, the entire project may simply fail - entailing, if not financial, then image losses. Time problem Communication between the contractor and the customer is always a problem of timing. On the one hand, both parties are extremely busy and have a hard time managing their time. On the other hand, successful development requires strict adherence to the plan and does not tolerate missed deadlines for approvals and feedback. At the same time, communication itself eats up a lot of working hours. In almost any business, managers can tell stories about how various meetings begin to quietly eat up most of the workday. When working with foreign customers, this may interfere with the problem of time zones. Let's say a US client wants to ask urgent questions during his working hours, but a contractor representative on this side of the Atlantic is asleep at the time. Communication without mutually agreeable time management is a great way to fail development.