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To proceed with investigating the possibility of building a new large
business support system (BSS) is a big decision for a telco. Even if the system
is never built, thousands of man-hours and dollars can be spent simply evaluating
where, when, how, and why the project should proceed.
 Many times, managers feel that it would reflect badly on them if
they didn't go ahead with building the system that cost so much to investigate.
In other cases, the politics between I/T, Finance, Sales, Marketing, Operations,
and other groups gets so intense that, what originally started as a small, simple,
good idea turns into a monstrous project of epic proportions. In just about every
case, the decision to consider building a system picks up so much momentum
that it becomes nearly impossible to stop the project.
What is needed, more than anything else, is for the organization to get
a clear, objective evaluation of the proposal before large investments are
made in evaluation, RFP/RFI, and consulting studies. At TTA, we are aware of the
problems associated with instigating new project development activities and we have
helped many managers prevent this kind of mindless, expensive momentum building.
Our TTA-QuickCaseŠ methodology was created to help managers quickly evaluate
the true merit of proposed projects and provide management with a roadmap for understanding
the the risks and rewards associated building the systems.
For more information see the spec sheet for the
TTA-QuickCaseŠ Methodology.
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