"I would like to ask my dad how to solve the demand that comes from the customer. The customer changes the demand again and again, and he can't write it down in black and white, because the other party is a government leader. How to solve this kind of project."
Is this a message from a friend in the previous article, or is it an old topic, how to control frequent changes in requirements?
Note that I have added the word "frequent" here. The requirement change itself is unavoidable, but frequent changes will constitute a problem.
There are several key words for this friend's question: [government], [leadership], [do not sign]; my dad has indeed done many central enterprises and even government projects over the years, and has contacted many middle and high-level leaders. He has frequent needs for how to solve the problem The problem of change is considered to be some practical experience, so I will try to answer this friend's question.
My solution is: from the inside out, four steps, step-by-step, step-by-step stop loss.
1. Have the essential needs of users changed? First, get rid of your own problems.
Encountering such a problem, the first step to do is to self-examine, in the end, have user needs really changed?
One of the problems we are most likely to encounter at this time is that we fail to grasp the most essential needs of users, and mistakenly regard the surface needs or solutions of users as user needs.
As a leader, you may be more Latest Mailing Database concerned about the efficiency of the system and the comprehensive analysis ability. The informatization system is online, which can improve work efficiency; it should not increase the workload of ordinary employees because of the system.
On the other hand, it will pay more attention to whether the system can obtain some analytical data to assist decision-making.
For example, the leader raised a demand for comprehensive display, which can use system data to generate charts on a regular basis to display several key business indicators.
Leaders may also require that a certain indicator should use a line chart or a pie chart. The essence of this requirement is to look at key business indicators through the system, specifically using a pie chart or a column chart to display it, which is a specific presentation plan; therefore, the demand analysis should be carried out. The focus of the work is on the analysis of indicators, to ensure that the business indicators proposed by the leaders can be counted, and no omissions can be made.
How to present it is a specific plan, and further communication is needed to determine the most suitable way.
To give a more vivid example: a user goes to the store to buy nails. Maybe the nails are not his most essential needs. The problem that the user wants to solve the most is to hang a newly bought painting on the wall, so he thinks of buying nails to hang new ones. In fact, using nails to hang the newly bought painting is just a solution to the problem. There may be better solutions to hang the painting without damaging the wall.
Therefore, whether buying nails or using double-sided tape is actually a solution, both to solve the most essential needs of users, "hanging pictures on the wall". The solution is easy to change, but the essential needs of users have not changed.
Students who have just done demand analysis often make this mistake, and regard the solutions proposed by users as demands, so the leaders think that my demands have not changed, that is, to show those business indicators.
The best way to solve this problem is the sword of why, ask more why, why the user raised this demand, and ask a few more times to trace the source to the most essential demand of the user, grasp the essential demand, and adopt a high-fidelity prototype confirmation scheme, To minimize changes in requirements.
2. If the project manager of Party A has problems, he can strive to report directly to the leader
Through the first step, we eliminated the problem of our own ability, and then check whether there is a problem with the project manager of Party A in charge of this project. In many cases, government projects are reported layer by layer, and the project manager of Party A is responsible for the communication of requirements and plans. , if the project manager has problems, it is not surprising that there are frequent requirements changes.
The first situation is that the project manager has a problem with his own ability and cannot control the leader's ideas well, which will cause the requirements we sorted out to change, and may even undergo earth-shaking changes.
Another situation is that the project manager has no problem with his own ability, but he does not get along with his immediate leaders, and often insists on doing things according to his own ideas.
I have met such a project manager myself. All the needs are determined by him. He even patted his chest and said, “I’m sure it’s fine, and I don’t need to report to the leader. As a result, it was the first time we cooperated and trusted him. It was too good to bypass him directly. As a result, the first version was launched and demonstrated to the leaders. The difference between the leadership idea and the project manager was 108,000 miles, so we were miserable.
Later, we learned that the project manager of Party A and his own leader were originally on the same level. As a result, his leader went up because of internal relations, but he did not go up. As a result, the two people did not like each other.
When encountering such a problematic project manager of Party A, my solution is to strive for the opportunity to communicate directly with leaders who have the right to make decisions.
3. Communicate directly with leaders and confirm the plan
If we have the opportunity to have a direct dialogue with the leaders, we must seize the opportunity and avoid air-to-air.