Solutions for the Requirement Gathering Process

Gathering the requirements for a new system takes time. Imagine what it is like to record the opinions and demands of dozens of employees, sort the priorities and then make them work side by side while implementing the software rollout. The requirement gathering process (RGP) is often the cause of project failure because it drains an organization’s resources before a new system is even implemented and tested. Over the past three decades, organizations have slowly improved upon the RGP and have discovered and actualized various methods of success. There have been three notable attempts at rapid application development (RAD). Two proved unsuccessful, though factors from each are still being used in the third and seemingly successful attempt at RAD.

The first attempt at RAD was the introduction of the business analysts (BA) position, who was business minded but also trained in IT. By creating a ‘bridge’ between business users and IT, information that was often lost in the jargon between business users and IT was reclaimed. Although a blessing at first, BAs soon became technicians in their own right and began to guide and provide information rather than translate it, further distorting the messages between business users and IT.

The second attempt at RAD came from IBM who developed Joint Application Development (JAD). This technique used an independent facilitator to lead a team of business users. The facilitator created the framework of the process before it even began, managed the process of decision making, and focused the group on gaining consensus. Unfortunately, the use of JAD soon became too complex and like the BA, was used less frequently.

Problems with RAD include lack of business user involvement, lack of a process to face decisions and the reliance on developing an accurate and detailed specification for the system, rather than applying an evolutionary approach. A third approach was developed, which is still in use today. It combines the best features of the BA and JAD and has so far proven successful.

The third attempt at RAD is team-based and was designed to ensure business user involvement. The team-based method creates a flexible team with few core members and several periphery members from business and IT who come and go as their skills are needed.  Success with the team-based approach relies on communication, designation of roles and responsibilities for each member, as well as a clearly defined goal for the team to achieve. In a team-based environment work is carried out in short extensive bursts in an effort to retain focus, an understanding that the team is working under a fixed timeframe is given, and training is implemented before the start of the RGP. Another advantage of the  team-based approach is that it can be used in multi-site project management, POS rollouts and multi-site rollouts.

After you have provided your team with the tools and guidelines it needs to successfully gather system requirements, look at your project and make sure that the RGP  involves business users, has executive management support, a clear statement of requirements, proper planning and realistic expectations.

BigWave can help you manage multi-site IT projects more efficiently so you can collaborate and communicate quickly and effectively both on and off site. With BigWave, project managers can focus on what they do best—managing projects.

Contact BigWave today to eliminate the chaos and streamline your multi-site project management.