continuing a previous post on project architects - not only does the development team need this role but also the client team. The client needs one person who knows the big picture and can "see" the impact the project will have on their business processes and models. Someone to champion the project, get answers & information, help staff transition through the changes in processes that will occur for the project to be successful.
Derek R from sigia-l had this to say:
What I think business still needs is someone (an actual person) who
knows-it-all to stand in there and champion business processes so that
everybody understands. (This isn't about living on the bridge, but
walking over it.) You need a coordinator for projects -- an actual
living person who can respond and relate to changes.
Unlike modeling languages or processes (UML, RUP) or
deliverables/prototypes which rely on *reference* (language, process,
proto -- although these things all have their places), you need someone
who can *present* (responsiveness) and is able to deal with, and handle,
whatever communication needs to be made, or not made (clarity), and can
pull things generally together.
The CEO-of-old used to do this I think. Then they got too board-room to
deal with the vernacular. Then the Director was supposed to take care of
this, but then they got too fixated on the executive-track to deal with
the vernacular, so things today, I think, have ended up somewhat
splintered, so that groups of Manager-level people are supposed to
handle coordination but there are so may people at the Manager-level
that no clear direction, or communication, can be made (no authority).