Operational business decisions happen every minute of every day in your organization. You’d like to think that business managers can truly manage them. You’d also like to think that the results of those decisions are comprehensively correct, consistent, traceable, and repeatable (high quality). But are they? Based on real-life evidence I strongly suspect they often are not.... When IT professionals talk about “decisions” they often mean branch points within the deep systemic logic executed by machines – classic decision points in data processing. I don’t mean that either.
The difficulty of gathering information and establishing requirements, owing to the chaotic nature of the business world, is clear to see. Every business analyst must overcome their own Mad Tea Party if they are to be successful in carrying out their mission. As Alice is confronted with the unreliability of the Hatter, the March Hare, and the Dormouse, so too is the analyst faced with unreliable stakeholders. In her attempts to gain an understanding of the never-ending tea party, Alice’s use of elicitation is effectively useless in the face of endless riddles, an unconventional sense of time, and undependable characters. Analysts find themselves in comparable environments with various degrees of chaos and unpredictability.
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