Writing down the requirements is the first step toward alignment. The act of writing requirements forces us to boil it down to the essentials and provides a mechanism to play it back to the system owner.
I enjoy building sand castles with my kids at the beach. Normally we start by digging a moat. The sand from the moat provides good material for the structure and as well as the walls. Although we have fun building the castle, inevitably the venture is doomed. During the construction a foot may be inaccurately placed, causing part of the ground to shift resulting in damage. This forces us to stop and improvise as we spend time on the repair. The tide is another factor that can cause us to deviate from our initial plans. The water coming close to the castle moat causes the sand to shift resulting in even more damage to be repaired.
The kids and I have fun with the process of constructing the castle. Fortunately, we are not accountable for delivering a final product. With the constant shifting of sand and changing conditions we can never say the project is fully complete nor does it look like we initially imagined. We could overcome these problems with a good set of blueprints at the beginning and driving piles deep into the sand on which we would build a stable foundation. But we are on vacation, so that is not going to happen.
While skipping the detail planning for a sand castle is okay, doing so for a computer system is a setup for failure. Unlike the sand castle, there are expectations that a computer system is delivered that meets a certain business need, is completed on-time, and is within budget. Delivering these things requires that a picture of the end product be first established, which is done through a user requirements document. The requirements document will serve as the blueprint and ensure the foundation piles are in place.
Much like the sand at the beach things shift and change in the business world. Often needs change during the course of a systems implementation. Having an established requirements document enables the team to recognize the significance of changes and communicate the impact. Design documents can be easily modified to accommodate changing business needs.
Failure to have approved requirements leaves things open to interpretation. A discussion with users causes both parties in the conversation to make their own little assumptions as they fill in the unspoken detail. A well written requirements document will fill in the gaps with statements that stand on their own, thus eliminating gaps caused by differing assumptions. Having the document in writing allows all parties to sign indicating the system, as designed, will satisfy the business needs.
Without an initial design someone will insist the shifted sand has always been that way; the team simply misunderstood the needs as they were initially discussed. Overcome this by having a clear blueprint that maps the path to success.
Who doesn’t like a good top ten list? There are websites devoted to them. David Letterman presented 4,605 on his show. My favorite was Top Ten Numbers Between One and Ten. Out of concerns over copyright infringement, I am not going to repeat it here; you will just need to guess 😉
Well, here is my list focused on software implementation. I will keep it brief as each of these items can consume an entire post of its own.
Write it down – Writing down the requirements is the first step toward alignment. The act of writing requirements forces us to boil it down to the essentials and provides a mechanism to play it back to the system owner.
Align with the business process – Unless the business process is fully understood, chances of the system adding value are slim.
Ask questions in the right way – Information gathered from the users should be about how the business works, not about software features. After the business needs are known an expert can present the options to fulfill those needs.
Show a picture – Descriptions are great, but process maps can show so much more detail. They also provide a way to ensure the entire process has been thought through.
Don’t automate a bad process – As you are understanding the business process take advantage of the opportunity to make improvements. See what the technology can do to lean out the process.
Don’t chase the shiny objects – Focus on the business needs, not the cool system features. A great tool looking for a problem to solve is a recipe for a wasteful project.
Get it signed – A formal signature confirms alignment. A need to look back at the requirements for reference confirms you are looking at the proper version.
Don’t over-design the process – No need to design for every exception. Ensure the baseline processes are covered and work out the exception handling during the implementation. If there are exceptions discussed during requirements gathering, capture them for later.
Keep the pedal to the metal – Information gets stale over time. Old discussions are forgotten or remembered in different ways. It is best to close out the requirements discussion, get them clearly written up, and signed-off as quickly as possible.
Think about the end game – A well organized set of requirements will make life much easier to track implementation tasks, prepare for system validation, and prepare for training. This is especially true if it is in the context of process maps.
Stay tuned. More to follow on each of these in future postings.
The Jedi Knights use the Force to guide their actions. “It’s an energy field created by all living things. It surrounds us and penetrates us; it binds the galaxy together.” – Obi-Wan Kenobi
I am amazed by the number of people who believe the Force is the best method to implement software. With nothing visible in place to direct project activities, I can only assume they are relying on the force. Unfortunately, I have not run into implementers / developers who have mastered the Force, dooming them to long, and frequently unsuccessful, projects.
A good set of requirements can go a long way to guide our actions during the project. Unfortunately, this is frequently skipped or inadequate. Why? Here are some of the excuses I hear:
“There is no point; it will change during the project”
All the more reason to have the blueprint established. This is the vehicle that should be used to lead a discussion on the consequences of making a change. Is this really a change from what was already agreed upon? Will the change result in rework? Does it add time/cost to the project? Is it a “must-have” or a “nice-to-have”?
“I don’t know how”
An understandable dilemma. This is a skill-set not many people have. In fact, I find it interesting there is not a standard approach. Other skill-sets on a project have a fairly standard set of techniques established; e.g. Project Management. Even after working in the industry for so long, I couldn’t point a person in the right direction to gain such knowledge. I hope this blog will address that and provide a practical method to establish a requirements document.
“We do not have time”
The most prevalent (and lamest) reason I encounter. How could you afford not to have a requirement document in place? Having no plan in place that describes the final solution is a plan for failure. You would be crazy to hire a contractor to build a house without blueprints, so why hire a contractor to build a software system with no plans? I believe this excuse is typically a different version of “I don’t know how”. Generally when I hear this excuse and I provide some coaching, I am able to show the benefit.
Until we master the force . . . the next best thing is a user requirements document. Coming up next . . .the journey to good user requirements.