A few months back, a customer told me in a spurt of frustration “All you guys ever do is write documents.” This was early in our relationship. I could see how he could form that conclusion. We spend a good portion of the early part of the project gathering business requirements and getting those on paper. We don’t use any special approach or ‘school’ – we only seek to get the fine-grain details on paper in as ‘plain English’ as possible.
It is true that we can drive people a bit crazy with frequent revisions. But we control that by using Basecamp, where it’s a cinch to corral and categorize documents and easily point to the latest revision of each one.
Of course, at a certain point in the project, we stand aside and let Dave and his development team design and develop a solution based on what we’ve compiled. That’s one thing we don’t do in the doc: direct the developers to a certain design or approach. If I’m telling Dave or Alejandro how to do something technical, we’re in trouble. I accept that. Like Harry Callahan always said: Man’s got to know his limitations.
Anyway – the proof is in the results: the success of our payment systems projects lies in the strength of these documents, which serve as a firm starting point. This isn’t just me talking: Alejandro has told me the same thing – that when he does projects not related to OLS, he misses our documentation and attention to detail.
Randy tells me that when looking to demonstrate OLS’ capabilities to a sales prospect, he selects the most applicable documents from our growing repository, does the requisite redaction and presents those in lieu of any PowerPoint deck. He says its an incredibly powerful tool.
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