Gathering and validating requirements

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However, it’s worth spending the time documenting the AS-IS for major processes or complex processes so the entire team can develop a common understanding of the business process.(Plus it’s helpful to overlay the AS-IS with the TO-BE to understand the changes) TO BE Process Model The TO-BE process model usually adds the system as a swim lane and shows how the business process is adjusted with the system in place.If a user story proves to be too complicated, it can be broken down into smaller stories and supported with one of the aforementioned diagrams.Agile doesn’t mean just using notes cards and sticky notes.Gathering requirements is complicated The reality is that gathering requirements is and incorrectly describe requirements.IT teams are often given a document template and told to “go gather requirements” with the expectation that the document will be implementation-ready in a week.If you wanted a relevant book on business process management, take a look at Paul Harmon’s Business Process Change.It provides an in-depth approach to business process management that goes beyond the typical textbook.

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These tools are helpful in eliciting better requirements and provide clarity to translating business processes into software solutions. Context diagram A system context diagram defines the system’s boundary, its surrounding environment, and all the interacting entities.

Business customers have a tendency to expect software teams to be mind-readers, and to deliver a solution based on unspoken, malformed or unknown requirements.

All of these requirements need to be formally captured in a mammoth document that will be used for future sophomoric squabbles over a game of “he said, she said.” Sound familiar?

Mind mapping helps to organize the conversation by aligning comments, requirements and ideas with the major thought branches in a conversation.

Benefits You’ll notice I didn’t include the boring old requirements document as a tool.

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