Adam Gonnerman

With project management, the adage "It's easier to ask for forgiveness than permission" can sometimes hold a kernel of truth. While this might sound like a reckless approach, I learned through a challenging experience that there are moments when taking the initiative is not just beneficial, but necessary. At one company where I worked, there was a clear distinction between project and product management. This separation of roles was something I believed in and respected. However, I found myself managing a project that had been passed from one project and product manager to another until it landed in my lap. The project was in trouble, and to complicate matters, some of the key personnel had moved on to other companies, leaving me without their insights. My instructions were clear: stick to project management and leave product management to the designated product manager. Our deadline was looming, and I relied on the product manager to set the priorities. However, there wa

One of the most crucial challenges in project management is the translation of business requirements into technical deliverables. This process, sometimes referred to as 'bridging the gap,' is essential for ensuring that the final product meets the expectations of stakeholders and adds value to the organization. As an Enterprise Agilist with over a decade of experience in program and project management, I've seen firsthand the importance of this translation in achieving project success. Understanding the Gap The gap between business requirements and technical deliverables arises from the different languages spoken by business stakeholders and technical teams. Business stakeholders typically focus on the 'what' and 'why' of a project—what they need and why they need it. On the other hand, technical teams are concerned with the 'how'—how to build the solution that meets those needs. Steps to Bridge the Gap Clear Communication: Effective communication is