Requirements capture

Once an understanding of the business has been developed, the processes and demands can be mapped onto the requirements process. It is at this initial stage that high-level stakeholders should be brought into the process. The requirements capture process shoudl itself be high-level, with a more detailed analysis done once a better understanding of what is on offer has been developed. The requirements capture process should involve the following key steps:

1) Determine requirements scope and objectives
2) Decide on the requirements gathering model or methodology
3) Identify the key project stakeholders
4) Build the requirements model
5) Gather project stakeholder needs and information
6) Create a requirements specification, consisting of:
     - business and process requirements
     - people and resources requirements
     - capabilities and functional requirements
     - review infrastructure/IT architecture
7) Test, review and verify the requirements specification
8)Build the requirements into an RFI

In order to ensure best practice the following key considerations should be factored in:

• ‘Translate’ technical language into business language and vice versa
• Ensure stakeholder involvement at all levels of the process
• Draft clear and concise written documentation for all types of stakeholders
• Ensure that the requirements are quanitifable and measureable
• Ensure that the requirements are clearly defined in the vision and scope document
• Prioritise requirements by their relevance importance
• Verify the completeness of the requirements by formally inspecting the documents generated
• Identify and remove any software functionality and process steps that do not meet any of the business objectives
• Establish and enforce a clear and realistic process for change management
• Analyse risks to avoid unforseen complexities and slippages

The requirements should then be used in a preliminary request for information (RFI), typically sent to a selection of consultants and software vendors. Once the consultants and vendors have demonstrated their ability to meet a broad range of needs (any that do not meet the basics can be removed, leaving a shortlist) then the next stage is to further define the requirements in order to build a solid business case. While moving forward with the selection process there are a number of things to consider both concerning the business and while reviewing the vendors. Each vendor will take a slightly different angle on the processes and solution for implementation, which will generate value in different areas of the business. Reviewing where the biggest issues lie and who is best suited to delivering on these issues will aid in reducing the shortlist further. Without the understanding and evidence of the business case and ROI, a vendor selection many not be possible. Allowing each vendor to put forward information to gain the buy-in of the stakeholders will reduce the probability of failure later in the project.