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Document Management Rapid JAD Requirements Software Development

Blow Your Mind Requirements For Results

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The Magic 6 is a black ball with the number 6 on it

Six components of a well-written requirement are so powerful that I call them magical. Missing any one of these six requirement attributes will cost your project.

Capture them up front to save money, time, help communication, and minimize frustration. Have you hired a company to gather requirements? They should provide these six.

Because I love practical examples and keeping it simple I will provide a short explanation with a real life example. This example comes from a centralized system that tracks issues for a company with multiple locations.  

1. A Unique ID

This is the first attribute of a good requirement. In addition to being unique, the identifier for each requirement should capture an area or grouping as well as a count. The grouping communicates the area within the entire project and provides context. For a system that tracks and communicates issues, a View Updates group was created. The unique identifier, uses an abbreviation and a numeric. For this group I used VU.01 for the first requirement in the group View Updates.

2. Identification of who needs the requirement

This is typically a group name, such as Customer. This communicates the group needing the feature, which provides use context as well as an idea of security level. This system has customers who need to view issues affecting their multiple locations.

3. Statement of what is required

A statement of what is required identifies the task to be accomplished or the action to be performed. For customers with multiple locations, “Search by location is needed for issues.” This communicates an action a customer needs to take.

4. Statement of why the requirement is needed

The market for a product as well as competitor products can be the impetus for rapidly changing a requirement. Communicating why something is required also provides information on when it may no longer be needed. For issue tracking, search by a specific location is needed so that the customer can see all issues affecting a location.

5. Acceptance Criteria

Ideally acceptance criteria is communicated by a business owner. This provides clear communication to the development team when the business will agree that work on a requirement is fulfilled. When a customer can search by a specific location and all results are displayed, this requirement is complete. For more information on this topic, see The End Goal – Removing Ambiguity in Requirement

6. Business Owner

This identifies the person who can answer questions regarding a specific requirement, Matt Murdock. All requirements should have a point of contact in the business. It can be months after a requirement has been captured and development questions arise. In addition to clarification, there may be impacts from other events that come along and you will need to get input the right person in the business. 

Blow Your Mind

If you are looking at a requirements document and the Business Analyst captured all six of these attributes, that should blow your mind. Take them to lunch and thank them, they are going to save your project time and money.

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Rapid JAD Requirements Software Development

Start with the End in Mind

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finish-2When developing systems and software, how do you know when you’re done?

Here are some proven failing methods:

  1. When time is up
  2. When the budget is exhausted
  3. When a sponsor or client demands the product
  4. When the project is cancelled or suspended

These are arbitrary, and sometimes brutal, measures, none of which necessarily correlates with either a complete or quality product.

Agile, test-driven development focuses on building to a testable goal, and then rapidly fixing what’s needed until all tests pass.

The business/requirements analyst can play a key role in helping to develop acceptance criteria, working with:

  • the product owner (What really meets the need of the customer?)
  • the developers (What exactly am I building, and how will I know that my code implements the desired features?)
  • and the testing/quality assurance lead (How can I test to demonstrate required functionality?)

With a focus on the end in mind, the business analyst can insert this bit of magic:

  • “This requirement is fulfilled when it is demonstrated that…”

This “definition of done” comes before the product owner signs off on the requirement, and the requirement is not fully written without this statement.

So, as you are implementing Rapid JAD processes, remember, you are not done unless you have started with the end in mind.

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Change Management Content Management Document Management Engagement Management Rapid JAD

How to Synthesize the Business Analysis Competencies

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Business Analysis Competency

Rapid JAD provides a practical solution for how a Business Analyst can quickly master the organization and synthesizing of large amounts of information provided by stakeholders.

When you look over the IIBA Business Analysis Competency Model there are a large number of competencies and tasks. Below is one pair from each major section which brings home the point that one needs good practical processes.

1.  Category – Business Analysis Planning and Monitoring

Task: Plan Requirements Management Process
Competency: Identifies and communicates risks and issues that may require changes to plan or scope

2.  Category – Elicitation

Task: Document Elicitation Results
Competency: Captures information provided in elicitation sessions

3.  Category – Requirements Management and Communication

Task: Maintain Requirement for Reuse
Competency: Organizes and maintains requirements for reuse

4.  Category: Enterprise Analysis

Task: Defines Business Need
Competency: Identifies and defines business needs

5.  Category – Requirements Analysis

Task: Organize Requirements
Competency: Organizes and Synthesizes large amounts of information provided by stakeholders

6.  Category – Solution Assessment and Validation

Task: Allocate Requirements
Competency: Allocates stakeholder and solution requirements among solution components to maximize business value

Just the six above can seem overwhelming, let alone the entire competency model!  And while the competencies are defined, how one becomes proficient or implements a task is not. This is because businesses and jobs in Business Analysis can vary greatly.

This is why we have developed the Rapid JAD principles, to provide practical methods, which when followed, will push aside many of the pitfalls a Business Analyst can run into while performing their tasks and mastering their competencies.

The Rapid JAD team has years of practical experience in government, nonprofit, and private sectors in numerous industries. We would love to hear from you. Let us know what your experience has been as you implement the principles and master the world of Business Analysis competencies.

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