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Writing and validating business requirements is an incredibly important piece of the IT puzzle. But do not take our word for it. Kaiser Permanente, the health maintenance organization (HMO) giant based in Oakland, California, recently installed software to improve its processes for generating business requirements of new IT projects. Kaiser, which spends about $1 billion annually on IT, estimated that it would save $60 million by improving the way it de ned business requirements for new systems. Now that is a signi cant cost reduction. Before you start thinking, Gee, that s a no-brainer, I m sure we re already doing something like that at our company, please be aware that most IT organizations rely on outside consultants or business analysts to write business requirements for new IT projects. And all too often, the business requirements are written to match the capabilities of an existing solution. That is wonderful if all you care about is how elegantly the solution works. If your goal is achieving a tangible business result, however, then you had better be involved in writing the business requirements. In the words of Karl E. Wiegers, an IT consultant and author of several books on software requirements, If you don t get the requirements right, it doesn t matter how well you execute the rest of the project. Wiegers calls that a cosmic rule. I agree, and I will take it a step further. If you are not writing the business requirements, then you are not driving IT strategy. And if you are not driving IT strategy, then who is

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The presence of the founders (or their progeny) provides a central clue to the way the organization functions and how it behaves; its industry personality , so to speak. Entrepreneurs are generally thought to be abnormal people the black sheep of the business community whose autocratic management style and Victorian business philosophy are considered an anachronism in the modern business world. Box 1.1 lists some of the special characteristics of entrepreneurs and their putative behavioural effects. Some of these characteristics do not t well with modern management theory. For example, a bias for action could be considered synonymous with a lack of analysis, knee-jerk undisciplined response and whimsical decision making, leading to costly mistakes. Management thinkers prefer a planned, orderly, systematic approach to business decision making in order to control risks. Yet it is crucial to understand the motivation, values and ethics of the founders. They constitute the dissatis ed minority who are not usually tolerated in large organizations. Driven by a high need for achievement (managers in large organizations have a high need for power and af liation ), they eschew hierarchical reporting structures (indicative of power) and extra-mural social activities (af liation), preferring to work long hours to ensure that customers orders are ful lled on time and quality standards are up to scratch.

among young males. In the two experimental sites, which included the community organization program, a full-time project organizer was employed. These project organizers worked with local community organizations in support of project goals. Additionally, social service personnel were used to establish task-orientated work groups. This project attempted to operate at the individual level by supporting healthy behaviors, at the community level by increasing support for policy change, and at the policy level by affecting both advertising and alcohol availability. Efforts were made to affect access by in uencing licensing. Beverage service practices were in uenced by contact with both the police and the alcohol service industry. Community organizers attempted to in uence policy through the city government process. The project evaluation was conducted using process data, documenting the project s history, survey data, key informant interviews, analysis of local print media and surveys with independent random samples from each of the six participating surveys. Data were collected pre- and post-intervention for all six communities. Results of the survey analysis of attitudes toward three policy areas (alcohol advertising, availability and price) were somewhat equivocal. While no change could be found in the two experimental conditions, declining support for these policies were found in the comparison sites. A signi cant difference was, however, found for support for restrictions dealing with alcohol sales in supermarkets and age limits in the intensive intervention site. These ndings have generally been interpreted as suggesting that the project efforts prevented further liberalization of attitudes toward alcohol, as found in the comparison communities. A number of non-policy related items were also considered. In general, these results suggested a shift toward predicted change in the intensive intervention sites.

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