How to explain business people that their feature request is infeasible [closed]

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In my role some time I sit with business & operations people (people those directly connect with customers) to discuss new feature or some modifications, these people are mostly non technical and don’t know anything about the system and its internal process.

Some time they give very valuable suggestion and their insight about the system but some time they request for very odd feature which I think is having very little use to end user and is very hard to implement.
I cannot explain my technical difficulty because they are not going to understand it.
how can I convince them there request are infeasible?







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closed as off topic by IDrinkandIKnowThings, bethlakshmi, yoozer8, squeemish, user1220 Nov 27 '12 at 20:59


Questions on The Workplace Stack Exchange are expected to relate to the workplace within the scope defined by the community. Consider editing the question or leaving comments for improvement if you believe the question can be reworded to fit within the scope. Read more about reopening questions here. If this question can be reworded to fit the rules in the help center, please edit the question.










  • 3




    I'd recommend this for moderator migration - user experience or stack overflow might work - but I second @Chad - this is a standard problem in computer science, not a workplace question.
    – bethlakshmi
    Nov 27 '12 at 15:32






  • 3




    "...I think is having very little use to end user..." - If they are the end user, they know better than you. You should just look at all their requests and provide appropriate estimates (even if they are crazy amounts of work), then let them decide what's worth keeping and what's not.
    – MrFox
    Nov 27 '12 at 16:53






  • 1




    i m confused why this is offtopic?,if does not belong here them may be fit at programmers.stackexchange.com
    – Buzz
    Nov 28 '12 at 4:30







  • 1




    @With editing, this could be made into a generic question faced by many people in the workplace; how to manage "outside" suggestions for 'obvious, simple' changes to a system, process, tool - that, because the outside person lacks the full picture, have huge hidden cost/time/priority implications.
    – GuyM
    Nov 29 '12 at 19:05






  • 2




    This is an issue about workplace communications. It's on-topic.
    – Euan M
    Nov 30 '15 at 19:07
















up vote
12
down vote

favorite
2












In my role some time I sit with business & operations people (people those directly connect with customers) to discuss new feature or some modifications, these people are mostly non technical and don’t know anything about the system and its internal process.

Some time they give very valuable suggestion and their insight about the system but some time they request for very odd feature which I think is having very little use to end user and is very hard to implement.
I cannot explain my technical difficulty because they are not going to understand it.
how can I convince them there request are infeasible?







share|improve this question












closed as off topic by IDrinkandIKnowThings, bethlakshmi, yoozer8, squeemish, user1220 Nov 27 '12 at 20:59


Questions on The Workplace Stack Exchange are expected to relate to the workplace within the scope defined by the community. Consider editing the question or leaving comments for improvement if you believe the question can be reworded to fit within the scope. Read more about reopening questions here. If this question can be reworded to fit the rules in the help center, please edit the question.










  • 3




    I'd recommend this for moderator migration - user experience or stack overflow might work - but I second @Chad - this is a standard problem in computer science, not a workplace question.
    – bethlakshmi
    Nov 27 '12 at 15:32






  • 3




    "...I think is having very little use to end user..." - If they are the end user, they know better than you. You should just look at all their requests and provide appropriate estimates (even if they are crazy amounts of work), then let them decide what's worth keeping and what's not.
    – MrFox
    Nov 27 '12 at 16:53






  • 1




    i m confused why this is offtopic?,if does not belong here them may be fit at programmers.stackexchange.com
    – Buzz
    Nov 28 '12 at 4:30







  • 1




    @With editing, this could be made into a generic question faced by many people in the workplace; how to manage "outside" suggestions for 'obvious, simple' changes to a system, process, tool - that, because the outside person lacks the full picture, have huge hidden cost/time/priority implications.
    – GuyM
    Nov 29 '12 at 19:05






  • 2




    This is an issue about workplace communications. It's on-topic.
    – Euan M
    Nov 30 '15 at 19:07












up vote
12
down vote

favorite
2









up vote
12
down vote

favorite
2






2





In my role some time I sit with business & operations people (people those directly connect with customers) to discuss new feature or some modifications, these people are mostly non technical and don’t know anything about the system and its internal process.

Some time they give very valuable suggestion and their insight about the system but some time they request for very odd feature which I think is having very little use to end user and is very hard to implement.
I cannot explain my technical difficulty because they are not going to understand it.
how can I convince them there request are infeasible?







share|improve this question












In my role some time I sit with business & operations people (people those directly connect with customers) to discuss new feature or some modifications, these people are mostly non technical and don’t know anything about the system and its internal process.

Some time they give very valuable suggestion and their insight about the system but some time they request for very odd feature which I think is having very little use to end user and is very hard to implement.
I cannot explain my technical difficulty because they are not going to understand it.
how can I convince them there request are infeasible?









share|improve this question











share|improve this question




share|improve this question










asked Nov 27 '12 at 5:38









Buzz

24238




24238




closed as off topic by IDrinkandIKnowThings, bethlakshmi, yoozer8, squeemish, user1220 Nov 27 '12 at 20:59


Questions on The Workplace Stack Exchange are expected to relate to the workplace within the scope defined by the community. Consider editing the question or leaving comments for improvement if you believe the question can be reworded to fit within the scope. Read more about reopening questions here. If this question can be reworded to fit the rules in the help center, please edit the question.






closed as off topic by IDrinkandIKnowThings, bethlakshmi, yoozer8, squeemish, user1220 Nov 27 '12 at 20:59


Questions on The Workplace Stack Exchange are expected to relate to the workplace within the scope defined by the community. Consider editing the question or leaving comments for improvement if you believe the question can be reworded to fit within the scope. Read more about reopening questions here. If this question can be reworded to fit the rules in the help center, please edit the question.









  • 3




    I'd recommend this for moderator migration - user experience or stack overflow might work - but I second @Chad - this is a standard problem in computer science, not a workplace question.
    – bethlakshmi
    Nov 27 '12 at 15:32






  • 3




    "...I think is having very little use to end user..." - If they are the end user, they know better than you. You should just look at all their requests and provide appropriate estimates (even if they are crazy amounts of work), then let them decide what's worth keeping and what's not.
    – MrFox
    Nov 27 '12 at 16:53






  • 1




    i m confused why this is offtopic?,if does not belong here them may be fit at programmers.stackexchange.com
    – Buzz
    Nov 28 '12 at 4:30







  • 1




    @With editing, this could be made into a generic question faced by many people in the workplace; how to manage "outside" suggestions for 'obvious, simple' changes to a system, process, tool - that, because the outside person lacks the full picture, have huge hidden cost/time/priority implications.
    – GuyM
    Nov 29 '12 at 19:05






  • 2




    This is an issue about workplace communications. It's on-topic.
    – Euan M
    Nov 30 '15 at 19:07












  • 3




    I'd recommend this for moderator migration - user experience or stack overflow might work - but I second @Chad - this is a standard problem in computer science, not a workplace question.
    – bethlakshmi
    Nov 27 '12 at 15:32






  • 3




    "...I think is having very little use to end user..." - If they are the end user, they know better than you. You should just look at all their requests and provide appropriate estimates (even if they are crazy amounts of work), then let them decide what's worth keeping and what's not.
    – MrFox
    Nov 27 '12 at 16:53






  • 1




    i m confused why this is offtopic?,if does not belong here them may be fit at programmers.stackexchange.com
    – Buzz
    Nov 28 '12 at 4:30







  • 1




    @With editing, this could be made into a generic question faced by many people in the workplace; how to manage "outside" suggestions for 'obvious, simple' changes to a system, process, tool - that, because the outside person lacks the full picture, have huge hidden cost/time/priority implications.
    – GuyM
    Nov 29 '12 at 19:05






  • 2




    This is an issue about workplace communications. It's on-topic.
    – Euan M
    Nov 30 '15 at 19:07







3




3




I'd recommend this for moderator migration - user experience or stack overflow might work - but I second @Chad - this is a standard problem in computer science, not a workplace question.
– bethlakshmi
Nov 27 '12 at 15:32




I'd recommend this for moderator migration - user experience or stack overflow might work - but I second @Chad - this is a standard problem in computer science, not a workplace question.
– bethlakshmi
Nov 27 '12 at 15:32




3




3




"...I think is having very little use to end user..." - If they are the end user, they know better than you. You should just look at all their requests and provide appropriate estimates (even if they are crazy amounts of work), then let them decide what's worth keeping and what's not.
– MrFox
Nov 27 '12 at 16:53




"...I think is having very little use to end user..." - If they are the end user, they know better than you. You should just look at all their requests and provide appropriate estimates (even if they are crazy amounts of work), then let them decide what's worth keeping and what's not.
– MrFox
Nov 27 '12 at 16:53




1




1




i m confused why this is offtopic?,if does not belong here them may be fit at programmers.stackexchange.com
– Buzz
Nov 28 '12 at 4:30





i m confused why this is offtopic?,if does not belong here them may be fit at programmers.stackexchange.com
– Buzz
Nov 28 '12 at 4:30





1




1




@With editing, this could be made into a generic question faced by many people in the workplace; how to manage "outside" suggestions for 'obvious, simple' changes to a system, process, tool - that, because the outside person lacks the full picture, have huge hidden cost/time/priority implications.
– GuyM
Nov 29 '12 at 19:05




@With editing, this could be made into a generic question faced by many people in the workplace; how to manage "outside" suggestions for 'obvious, simple' changes to a system, process, tool - that, because the outside person lacks the full picture, have huge hidden cost/time/priority implications.
– GuyM
Nov 29 '12 at 19:05




2




2




This is an issue about workplace communications. It's on-topic.
– Euan M
Nov 30 '15 at 19:07




This is an issue about workplace communications. It's on-topic.
– Euan M
Nov 30 '15 at 19:07










6 Answers
6






active

oldest

votes

















up vote
25
down vote



accepted










You may want to start the conversation by asking clarifications on the requirements in order to better understand them. This will help put the business person at ease rather than appear confrontational. Asking why they need the requirement in the first place shows interest and willingness to satisfy the needs of the end user.



Then, you can explain that nothing is really unfeasible as long as you apply enough time and resources to the problem. Therefore, you can provide an exploratory estimate of how long it would take for you to implement the requirements. They, in turn, will ask questions about the estimates and why they are so high.



You can also ask the business person, what part of the requirements they would like to implement first. This will help them, and you, understand what is the most important piece and that part may end up being feasible.



In general I try to stay unemotional and focus my attention on understanding the need, decomposing in different parts, and estimating the time it will take to implement each part.






share|improve this answer


















  • 11




    +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
    – Phil
    Nov 27 '12 at 14:43










  • good points David
    – Buzz
    Nov 28 '12 at 4:32






  • 1




    "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
    – kungphu
    Nov 8 '16 at 2:15

















up vote
15
down vote













You don't have to explain the technical details to them, but you do need to give them an understanding as to the challenges you will face in trying to implement it. One thing you always need to keep in mind (and I've been a developer for almost 30 years) is that the business and operations people are experts in their business and the company operations. I've come across too many technical people in my travels who lose sight of the fact that, although the people they have deal with on a daily basis know very little about computers and software development, they know far more about business and corporate operations than they do. The developer has to approach the problem with the eye of a person who wants to solve their problem, not criticize their approach.



That being said, engage them in a discussion which will allow them to show you exactly what they need. Go as basic as you need to go, because the better you understand the problem, the easier it will be for you to suggest an alternative path that could give them most, if not all, of what they are looking for without overly taxing your development schedule. They are coming to you for assistance, and if you take the time to listen to their needs and fully understand the problem they are trying to solve, you will not only have the gratitude of a desperate group of people, you will also have a quality solution which will only make you look good to everyone it impacts.






share|improve this answer



























    up vote
    6
    down vote













    In this kind of situation I find the "yes of course... however" technique is useful.



    "Yes of course we can implement feature X, however the way that the code is currently engineered this would mean what we call a "coding epic"; without a detailed analysis with the team its hard to say for sure, but it could take about 16 weeks to implement if we dropped all other tasks, pushed back the next release and just focussed on this."



    The advantage here is that if you have misunderstood the importance of the request - which given you are not directly talking to the end-user is always possible - if it is the most important thing in the universe, it can be addressed.






    share|improve this answer



























      up vote
      6
      down vote













      I think what you might be facing is really a requirements capture problem.



      You are getting a feature-request that doesn't make sense. This could mean that the business team doesn't know what their talking about, but it is much more likely that there is a mis-match between what you think they're asking for and what they really require.



      Requirements capture is all about determining what the customers require and NOT what they're literally asking for. The customers might not be able to frame their problem/request into a form that makes sense for someone to design and implement. It is up to the other side to do the work to understand what outcomes are desired and then devise a plan to reach those outcomes. In other words, effective requirements capture isn't a one-way transfer of requests from the customer to the implementer, it is a dialectical process where some amount of back-and-forth outputs the real requirements in rhetoric that the implementer can work with.






      share|improve this answer



























        up vote
        3
        down vote













        Regardless of how you work to tell them "Well, the way we have our core code setup currently this wouldn't work" or "This would give little value, technically, to our customers."



        Instead, talk business with them.



        These people know money and they know charts. When giving a feasibility assessment at my workplace my development department always makes sure that a quote is included, and that this quote not only factors in the monetary value of what it would cost time and resource wise - but sanity wise as well. If the project is not likely to give any value or be too problematic to try and fill then the quote is upped.



        Pricing for the work, and possible showing of Return on Investment is going to be the easiest way to get through their head to show them that it's a bad project idea, from their point of view. If you're unable to do so with either of these, then it's probably not an infeasible or bad idea.






        share|improve this answer



























          up vote
          3
          down vote













          Have a proper flow. Do not allow business people to make direct request to developers. Change request must get filed using issue tracking software. And then they wouldn't go directly to developers, but to a product manager, who would prioritize them based on business value and also on your estimation of the work involved.



          Obviously suggestions with low business value and lot of developer work will be either rejected. Or as it's practiced in some organizations, put on the very bottom of backlog (where most likely they'll stay forever).






          share|improve this answer





























            6 Answers
            6






            active

            oldest

            votes








            6 Answers
            6






            active

            oldest

            votes









            active

            oldest

            votes






            active

            oldest

            votes








            up vote
            25
            down vote



            accepted










            You may want to start the conversation by asking clarifications on the requirements in order to better understand them. This will help put the business person at ease rather than appear confrontational. Asking why they need the requirement in the first place shows interest and willingness to satisfy the needs of the end user.



            Then, you can explain that nothing is really unfeasible as long as you apply enough time and resources to the problem. Therefore, you can provide an exploratory estimate of how long it would take for you to implement the requirements. They, in turn, will ask questions about the estimates and why they are so high.



            You can also ask the business person, what part of the requirements they would like to implement first. This will help them, and you, understand what is the most important piece and that part may end up being feasible.



            In general I try to stay unemotional and focus my attention on understanding the need, decomposing in different parts, and estimating the time it will take to implement each part.






            share|improve this answer


















            • 11




              +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
              – Phil
              Nov 27 '12 at 14:43










            • good points David
              – Buzz
              Nov 28 '12 at 4:32






            • 1




              "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
              – kungphu
              Nov 8 '16 at 2:15














            up vote
            25
            down vote



            accepted










            You may want to start the conversation by asking clarifications on the requirements in order to better understand them. This will help put the business person at ease rather than appear confrontational. Asking why they need the requirement in the first place shows interest and willingness to satisfy the needs of the end user.



            Then, you can explain that nothing is really unfeasible as long as you apply enough time and resources to the problem. Therefore, you can provide an exploratory estimate of how long it would take for you to implement the requirements. They, in turn, will ask questions about the estimates and why they are so high.



            You can also ask the business person, what part of the requirements they would like to implement first. This will help them, and you, understand what is the most important piece and that part may end up being feasible.



            In general I try to stay unemotional and focus my attention on understanding the need, decomposing in different parts, and estimating the time it will take to implement each part.






            share|improve this answer


















            • 11




              +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
              – Phil
              Nov 27 '12 at 14:43










            • good points David
              – Buzz
              Nov 28 '12 at 4:32






            • 1




              "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
              – kungphu
              Nov 8 '16 at 2:15












            up vote
            25
            down vote



            accepted







            up vote
            25
            down vote



            accepted






            You may want to start the conversation by asking clarifications on the requirements in order to better understand them. This will help put the business person at ease rather than appear confrontational. Asking why they need the requirement in the first place shows interest and willingness to satisfy the needs of the end user.



            Then, you can explain that nothing is really unfeasible as long as you apply enough time and resources to the problem. Therefore, you can provide an exploratory estimate of how long it would take for you to implement the requirements. They, in turn, will ask questions about the estimates and why they are so high.



            You can also ask the business person, what part of the requirements they would like to implement first. This will help them, and you, understand what is the most important piece and that part may end up being feasible.



            In general I try to stay unemotional and focus my attention on understanding the need, decomposing in different parts, and estimating the time it will take to implement each part.






            share|improve this answer














            You may want to start the conversation by asking clarifications on the requirements in order to better understand them. This will help put the business person at ease rather than appear confrontational. Asking why they need the requirement in the first place shows interest and willingness to satisfy the needs of the end user.



            Then, you can explain that nothing is really unfeasible as long as you apply enough time and resources to the problem. Therefore, you can provide an exploratory estimate of how long it would take for you to implement the requirements. They, in turn, will ask questions about the estimates and why they are so high.



            You can also ask the business person, what part of the requirements they would like to implement first. This will help them, and you, understand what is the most important piece and that part may end up being feasible.



            In general I try to stay unemotional and focus my attention on understanding the need, decomposing in different parts, and estimating the time it will take to implement each part.







            share|improve this answer














            share|improve this answer



            share|improve this answer








            edited Mar 5 '15 at 13:00

























            answered Nov 27 '12 at 6:58









            David S.

            3,9902441




            3,9902441







            • 11




              +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
              – Phil
              Nov 27 '12 at 14:43










            • good points David
              – Buzz
              Nov 28 '12 at 4:32






            • 1




              "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
              – kungphu
              Nov 8 '16 at 2:15












            • 11




              +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
              – Phil
              Nov 27 '12 at 14:43










            • good points David
              – Buzz
              Nov 28 '12 at 4:32






            • 1




              "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
              – kungphu
              Nov 8 '16 at 2:15







            11




            11




            +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
            – Phil
            Nov 27 '12 at 14:43




            +1 Let them make the decision as to how much they want to pay for a feature - it's a business decision, not a developer decision.
            – Phil
            Nov 27 '12 at 14:43












            good points David
            – Buzz
            Nov 28 '12 at 4:32




            good points David
            – Buzz
            Nov 28 '12 at 4:32




            1




            1




            "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
            – kungphu
            Nov 8 '16 at 2:15




            "...nothing is really unfeasible as long as you apply enough time and resources to the problem." In addition to being false, this is dangerous, as you put yourself in a situation where the client may ask for something that really is technically unrealistic after you've given them the impression that you can do anything given enough time/money/etc. It's hard to explain technical limitations to non-technical people, but that doesn't mean you should be dishonest when a client requests something that simply isn't possible.
            – kungphu
            Nov 8 '16 at 2:15












            up vote
            15
            down vote













            You don't have to explain the technical details to them, but you do need to give them an understanding as to the challenges you will face in trying to implement it. One thing you always need to keep in mind (and I've been a developer for almost 30 years) is that the business and operations people are experts in their business and the company operations. I've come across too many technical people in my travels who lose sight of the fact that, although the people they have deal with on a daily basis know very little about computers and software development, they know far more about business and corporate operations than they do. The developer has to approach the problem with the eye of a person who wants to solve their problem, not criticize their approach.



            That being said, engage them in a discussion which will allow them to show you exactly what they need. Go as basic as you need to go, because the better you understand the problem, the easier it will be for you to suggest an alternative path that could give them most, if not all, of what they are looking for without overly taxing your development schedule. They are coming to you for assistance, and if you take the time to listen to their needs and fully understand the problem they are trying to solve, you will not only have the gratitude of a desperate group of people, you will also have a quality solution which will only make you look good to everyone it impacts.






            share|improve this answer
























              up vote
              15
              down vote













              You don't have to explain the technical details to them, but you do need to give them an understanding as to the challenges you will face in trying to implement it. One thing you always need to keep in mind (and I've been a developer for almost 30 years) is that the business and operations people are experts in their business and the company operations. I've come across too many technical people in my travels who lose sight of the fact that, although the people they have deal with on a daily basis know very little about computers and software development, they know far more about business and corporate operations than they do. The developer has to approach the problem with the eye of a person who wants to solve their problem, not criticize their approach.



              That being said, engage them in a discussion which will allow them to show you exactly what they need. Go as basic as you need to go, because the better you understand the problem, the easier it will be for you to suggest an alternative path that could give them most, if not all, of what they are looking for without overly taxing your development schedule. They are coming to you for assistance, and if you take the time to listen to their needs and fully understand the problem they are trying to solve, you will not only have the gratitude of a desperate group of people, you will also have a quality solution which will only make you look good to everyone it impacts.






              share|improve this answer






















                up vote
                15
                down vote










                up vote
                15
                down vote









                You don't have to explain the technical details to them, but you do need to give them an understanding as to the challenges you will face in trying to implement it. One thing you always need to keep in mind (and I've been a developer for almost 30 years) is that the business and operations people are experts in their business and the company operations. I've come across too many technical people in my travels who lose sight of the fact that, although the people they have deal with on a daily basis know very little about computers and software development, they know far more about business and corporate operations than they do. The developer has to approach the problem with the eye of a person who wants to solve their problem, not criticize their approach.



                That being said, engage them in a discussion which will allow them to show you exactly what they need. Go as basic as you need to go, because the better you understand the problem, the easier it will be for you to suggest an alternative path that could give them most, if not all, of what they are looking for without overly taxing your development schedule. They are coming to you for assistance, and if you take the time to listen to their needs and fully understand the problem they are trying to solve, you will not only have the gratitude of a desperate group of people, you will also have a quality solution which will only make you look good to everyone it impacts.






                share|improve this answer












                You don't have to explain the technical details to them, but you do need to give them an understanding as to the challenges you will face in trying to implement it. One thing you always need to keep in mind (and I've been a developer for almost 30 years) is that the business and operations people are experts in their business and the company operations. I've come across too many technical people in my travels who lose sight of the fact that, although the people they have deal with on a daily basis know very little about computers and software development, they know far more about business and corporate operations than they do. The developer has to approach the problem with the eye of a person who wants to solve their problem, not criticize their approach.



                That being said, engage them in a discussion which will allow them to show you exactly what they need. Go as basic as you need to go, because the better you understand the problem, the easier it will be for you to suggest an alternative path that could give them most, if not all, of what they are looking for without overly taxing your development schedule. They are coming to you for assistance, and if you take the time to listen to their needs and fully understand the problem they are trying to solve, you will not only have the gratitude of a desperate group of people, you will also have a quality solution which will only make you look good to everyone it impacts.







                share|improve this answer












                share|improve this answer



                share|improve this answer










                answered Nov 27 '12 at 6:29









                Neil T.

                5,01711826




                5,01711826




















                    up vote
                    6
                    down vote













                    In this kind of situation I find the "yes of course... however" technique is useful.



                    "Yes of course we can implement feature X, however the way that the code is currently engineered this would mean what we call a "coding epic"; without a detailed analysis with the team its hard to say for sure, but it could take about 16 weeks to implement if we dropped all other tasks, pushed back the next release and just focussed on this."



                    The advantage here is that if you have misunderstood the importance of the request - which given you are not directly talking to the end-user is always possible - if it is the most important thing in the universe, it can be addressed.






                    share|improve this answer
























                      up vote
                      6
                      down vote













                      In this kind of situation I find the "yes of course... however" technique is useful.



                      "Yes of course we can implement feature X, however the way that the code is currently engineered this would mean what we call a "coding epic"; without a detailed analysis with the team its hard to say for sure, but it could take about 16 weeks to implement if we dropped all other tasks, pushed back the next release and just focussed on this."



                      The advantage here is that if you have misunderstood the importance of the request - which given you are not directly talking to the end-user is always possible - if it is the most important thing in the universe, it can be addressed.






                      share|improve this answer






















                        up vote
                        6
                        down vote










                        up vote
                        6
                        down vote









                        In this kind of situation I find the "yes of course... however" technique is useful.



                        "Yes of course we can implement feature X, however the way that the code is currently engineered this would mean what we call a "coding epic"; without a detailed analysis with the team its hard to say for sure, but it could take about 16 weeks to implement if we dropped all other tasks, pushed back the next release and just focussed on this."



                        The advantage here is that if you have misunderstood the importance of the request - which given you are not directly talking to the end-user is always possible - if it is the most important thing in the universe, it can be addressed.






                        share|improve this answer












                        In this kind of situation I find the "yes of course... however" technique is useful.



                        "Yes of course we can implement feature X, however the way that the code is currently engineered this would mean what we call a "coding epic"; without a detailed analysis with the team its hard to say for sure, but it could take about 16 weeks to implement if we dropped all other tasks, pushed back the next release and just focussed on this."



                        The advantage here is that if you have misunderstood the importance of the request - which given you are not directly talking to the end-user is always possible - if it is the most important thing in the universe, it can be addressed.







                        share|improve this answer












                        share|improve this answer



                        share|improve this answer










                        answered Nov 27 '12 at 7:30









                        GuyM

                        8,4332743




                        8,4332743




















                            up vote
                            6
                            down vote













                            I think what you might be facing is really a requirements capture problem.



                            You are getting a feature-request that doesn't make sense. This could mean that the business team doesn't know what their talking about, but it is much more likely that there is a mis-match between what you think they're asking for and what they really require.



                            Requirements capture is all about determining what the customers require and NOT what they're literally asking for. The customers might not be able to frame their problem/request into a form that makes sense for someone to design and implement. It is up to the other side to do the work to understand what outcomes are desired and then devise a plan to reach those outcomes. In other words, effective requirements capture isn't a one-way transfer of requests from the customer to the implementer, it is a dialectical process where some amount of back-and-forth outputs the real requirements in rhetoric that the implementer can work with.






                            share|improve this answer
























                              up vote
                              6
                              down vote













                              I think what you might be facing is really a requirements capture problem.



                              You are getting a feature-request that doesn't make sense. This could mean that the business team doesn't know what their talking about, but it is much more likely that there is a mis-match between what you think they're asking for and what they really require.



                              Requirements capture is all about determining what the customers require and NOT what they're literally asking for. The customers might not be able to frame their problem/request into a form that makes sense for someone to design and implement. It is up to the other side to do the work to understand what outcomes are desired and then devise a plan to reach those outcomes. In other words, effective requirements capture isn't a one-way transfer of requests from the customer to the implementer, it is a dialectical process where some amount of back-and-forth outputs the real requirements in rhetoric that the implementer can work with.






                              share|improve this answer






















                                up vote
                                6
                                down vote










                                up vote
                                6
                                down vote









                                I think what you might be facing is really a requirements capture problem.



                                You are getting a feature-request that doesn't make sense. This could mean that the business team doesn't know what their talking about, but it is much more likely that there is a mis-match between what you think they're asking for and what they really require.



                                Requirements capture is all about determining what the customers require and NOT what they're literally asking for. The customers might not be able to frame their problem/request into a form that makes sense for someone to design and implement. It is up to the other side to do the work to understand what outcomes are desired and then devise a plan to reach those outcomes. In other words, effective requirements capture isn't a one-way transfer of requests from the customer to the implementer, it is a dialectical process where some amount of back-and-forth outputs the real requirements in rhetoric that the implementer can work with.






                                share|improve this answer












                                I think what you might be facing is really a requirements capture problem.



                                You are getting a feature-request that doesn't make sense. This could mean that the business team doesn't know what their talking about, but it is much more likely that there is a mis-match between what you think they're asking for and what they really require.



                                Requirements capture is all about determining what the customers require and NOT what they're literally asking for. The customers might not be able to frame their problem/request into a form that makes sense for someone to design and implement. It is up to the other side to do the work to understand what outcomes are desired and then devise a plan to reach those outcomes. In other words, effective requirements capture isn't a one-way transfer of requests from the customer to the implementer, it is a dialectical process where some amount of back-and-forth outputs the real requirements in rhetoric that the implementer can work with.







                                share|improve this answer












                                share|improve this answer



                                share|improve this answer










                                answered Nov 27 '12 at 15:12









                                Angelo

                                6,15621631




                                6,15621631




















                                    up vote
                                    3
                                    down vote













                                    Regardless of how you work to tell them "Well, the way we have our core code setup currently this wouldn't work" or "This would give little value, technically, to our customers."



                                    Instead, talk business with them.



                                    These people know money and they know charts. When giving a feasibility assessment at my workplace my development department always makes sure that a quote is included, and that this quote not only factors in the monetary value of what it would cost time and resource wise - but sanity wise as well. If the project is not likely to give any value or be too problematic to try and fill then the quote is upped.



                                    Pricing for the work, and possible showing of Return on Investment is going to be the easiest way to get through their head to show them that it's a bad project idea, from their point of view. If you're unable to do so with either of these, then it's probably not an infeasible or bad idea.






                                    share|improve this answer
























                                      up vote
                                      3
                                      down vote













                                      Regardless of how you work to tell them "Well, the way we have our core code setup currently this wouldn't work" or "This would give little value, technically, to our customers."



                                      Instead, talk business with them.



                                      These people know money and they know charts. When giving a feasibility assessment at my workplace my development department always makes sure that a quote is included, and that this quote not only factors in the monetary value of what it would cost time and resource wise - but sanity wise as well. If the project is not likely to give any value or be too problematic to try and fill then the quote is upped.



                                      Pricing for the work, and possible showing of Return on Investment is going to be the easiest way to get through their head to show them that it's a bad project idea, from their point of view. If you're unable to do so with either of these, then it's probably not an infeasible or bad idea.






                                      share|improve this answer






















                                        up vote
                                        3
                                        down vote










                                        up vote
                                        3
                                        down vote









                                        Regardless of how you work to tell them "Well, the way we have our core code setup currently this wouldn't work" or "This would give little value, technically, to our customers."



                                        Instead, talk business with them.



                                        These people know money and they know charts. When giving a feasibility assessment at my workplace my development department always makes sure that a quote is included, and that this quote not only factors in the monetary value of what it would cost time and resource wise - but sanity wise as well. If the project is not likely to give any value or be too problematic to try and fill then the quote is upped.



                                        Pricing for the work, and possible showing of Return on Investment is going to be the easiest way to get through their head to show them that it's a bad project idea, from their point of view. If you're unable to do so with either of these, then it's probably not an infeasible or bad idea.






                                        share|improve this answer












                                        Regardless of how you work to tell them "Well, the way we have our core code setup currently this wouldn't work" or "This would give little value, technically, to our customers."



                                        Instead, talk business with them.



                                        These people know money and they know charts. When giving a feasibility assessment at my workplace my development department always makes sure that a quote is included, and that this quote not only factors in the monetary value of what it would cost time and resource wise - but sanity wise as well. If the project is not likely to give any value or be too problematic to try and fill then the quote is upped.



                                        Pricing for the work, and possible showing of Return on Investment is going to be the easiest way to get through their head to show them that it's a bad project idea, from their point of view. If you're unable to do so with either of these, then it's probably not an infeasible or bad idea.







                                        share|improve this answer












                                        share|improve this answer



                                        share|improve this answer










                                        answered Nov 27 '12 at 13:10









                                        cloyd800

                                        548213




                                        548213




















                                            up vote
                                            3
                                            down vote













                                            Have a proper flow. Do not allow business people to make direct request to developers. Change request must get filed using issue tracking software. And then they wouldn't go directly to developers, but to a product manager, who would prioritize them based on business value and also on your estimation of the work involved.



                                            Obviously suggestions with low business value and lot of developer work will be either rejected. Or as it's practiced in some organizations, put on the very bottom of backlog (where most likely they'll stay forever).






                                            share|improve this answer


























                                              up vote
                                              3
                                              down vote













                                              Have a proper flow. Do not allow business people to make direct request to developers. Change request must get filed using issue tracking software. And then they wouldn't go directly to developers, but to a product manager, who would prioritize them based on business value and also on your estimation of the work involved.



                                              Obviously suggestions with low business value and lot of developer work will be either rejected. Or as it's practiced in some organizations, put on the very bottom of backlog (where most likely they'll stay forever).






                                              share|improve this answer
























                                                up vote
                                                3
                                                down vote










                                                up vote
                                                3
                                                down vote









                                                Have a proper flow. Do not allow business people to make direct request to developers. Change request must get filed using issue tracking software. And then they wouldn't go directly to developers, but to a product manager, who would prioritize them based on business value and also on your estimation of the work involved.



                                                Obviously suggestions with low business value and lot of developer work will be either rejected. Or as it's practiced in some organizations, put on the very bottom of backlog (where most likely they'll stay forever).






                                                share|improve this answer














                                                Have a proper flow. Do not allow business people to make direct request to developers. Change request must get filed using issue tracking software. And then they wouldn't go directly to developers, but to a product manager, who would prioritize them based on business value and also on your estimation of the work involved.



                                                Obviously suggestions with low business value and lot of developer work will be either rejected. Or as it's practiced in some organizations, put on the very bottom of backlog (where most likely they'll stay forever).







                                                share|improve this answer














                                                share|improve this answer



                                                share|improve this answer








                                                edited Nov 29 '12 at 17:27

























                                                answered Nov 27 '12 at 11:52









                                                vartec

                                                764512




                                                764512












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