The typical business line has multiple public-facing units. If one unit develops a tool they rarely consider the others. If the resulting logic or math is wrong or presents an incomplete picture, and it frequently does, then the LOB and CIO is left to do damage control. Its not like CIO’s have nothing to do but say “no”. Quite the contrary, CIO’s are empowered to say yes if the LOB can articulate its needs. The real problem is funding shortfalls and windfalls with short turnaround time that genetrate failed projects and inarticulate requests, and that’s what frustrates the public-facing units left to cope with managing their affairs alone.
To answer your question IT and the LOB’s need to maintain a constant dialogue to help LOB’s express their needs, so when funding unexpectedly arrives the project only needs minor refinement, if any, and action can be taken. This can be done with RFI’s and regular meetings to maintain a current vision and strategy. Open communications are also helpful when funding is removed so the needs are clearly understood for UFR prioritization. Anyone who has taken a COTR class heard about effective communications on the first day.