>IT and Business folks need to work together and learn to speak each other's langauge. PERIOD... Check out the MSF at microsoft.com/msf.

Don't have time but I agree with you here...

>>I just left a place last year where the vice president in charge of IT technology decided to move the next framework to Java and the entire shop of 85 developers were hired to code in VFP.
>>Because he read in a magazine that Java was "The Best". Two years later we had no framework.
>>
>
>Simply put, the guy sounds like an idiot. Enough said.

Not an idiot, just detached from reality. He is supposed to be the guy who makes top level decisions on where a rather large company is going with regards to new technology. The problem is he knows nothing about the practical application of new technologies. I was spanked for suggesting he send 2 or 3 senior staff members to some MS conferences to learn more about the emerging paradigm so we/he could start making intelligent decisions in that regard. IOW, how dare I suggest he dosen't have the tools to make big desisions... Well, he got the job by writing the job description, interviewing himself, then hired himself into the position.

>To think that IT solution specs should ideally be developed independent of a specific technology is fool hardy at best. Sounds to me like a line from a university text book.
>
>Not that I was talking about BUSINESS requirements and analysis. I was not referring to specific IT project plans, and the specs that go about implementing the plan. Business requirements and analysis should be driven by the requirements of business, not by what the IT department can or cannot do. Eventually, it becomes a factor, but it should not in the early phases of a project.

Every good project starts with a good foundation in theory, yes.

Thanks for the chat...