The better. Business Analysis.
Institute. Presence the Better Business
Analysis Podcast with Benjamin Walsh hello and welcome back to
the Better Business analysis podcast with Benjamin Walsh and.
This week on BA Bytes. We are going to follow.
Ten ways. In which you can speed up your
requirements. Capture process.
So let's dive into the top ten. Number one is to prepare
thoroughly. First up, your preparation is.
Your best friend. Before you even start capturing
requirements, make sure you understand the scope of the
project. The objectives and the
stakeholders. You can gather.
Existing documentation. And if.
Possible have. Pre meetings.
With stakeholders. So you kind of understand where
they're coming from. You can understand the.
Expectations. And you can build.
Influence and rapport with these people.
Don't underestimate. How much rapport is part of the
job of ABA? If you prep, it will save you
time and reduce the need for rework, and it will ensure that
they've already built a little bit.
Of trust for the stakeholders. #2 is to use templates.
And checklists. You should have had some
training if you haven't. Then jump online do one of our
courses. And you'll get a.
Bunch of templates. You need to have templates.
You need to. Have checklists.
And they are a game changer. If.
You're not prepared, so they provide a structured format that
ensure that you're not missing anything.
Gives you some guidance by. Working top to bottom.
And whether or not it's a requirements document, template,
a user story, or use case, having a template streamlines
the process and just keeps everything.
Organized. It also allows you to, like I
said, follow. Certain.
Steps and. Understand the artifacts you're
going to produce. #3 is to leverage existing requirements.
The number of times I've started on a project where the pro I.
Was not the first person to attempt a project.
Does that make? Sense where you're brought.
In and. There's already ABA who started
it or you know it just this project had.
Tried to get off the ground. And there was a business case
written a few times or a PED. There's usually.
Documentation, or at least a back story.
So don't reinvent the wheel. Leverage existing requirements
from previous projects. And industry standards in
addition to the work that's already been done so.
If there are a set of requirements that are very very
similar for a. Piece of work that's just gone
live. Maybe it's a report on a
website, your government website.
Some of the requirements. Are going to be the same, so
there's no point in you. Re litigating.
Those especially you non functionals.
There's also industry standards, I mean.
If there's web standards, web accessibility standards, there's
already some good checklist for that.
Often you can adapt these and fit it to your.
Current project needs. And it saves you time.
And ensures consistency and alignment with industry
standards so you don't miss anything.
I do this often. I probably don't do it enough.
Because you want. To start fresh, and you know you
do you want your requirements to reflect what the customer wants.
But I'd have to say as I get more and more experience into
more and more. Projects.
Sometimes the customer isn't the environment.
You're in. They don't necessarily know
what's best. In terms of best practice and
best standards, so maybe some of those should be sourced
externally quickly and then you should focus on what matters as
unique to that customer. #4 is to conduct.
Effective. Workshops Workshops are a great
way of capturing requirements. Really quickly.
Make sure they're well planned and they have a clear agenda.
Everyone knows what that they're for.
Look up Power Start if you want an idea about.
Doing good agendas they. Understand the objectives you
need to use techniques like brainstorming and role-playing
storyboarding, grouping themes together together comprehensive
requirements in a collaborative setting.
And so I'd say you can do it in a room with post.
It's a large room, big room thinking if you've.
Got say 8 up to 8 people. If you've got more than that and
I would even suggest. Over 12 is just too much.
You need to break those down into different sessions.
Try and use a collaborative tool.
Like a mirror or mural online, It's actually better to do it
online if you've got a large amount of people.
Or if there's ever a suggestion of hybrid, Hybrid never works.
So do online then if you can't get all your stakeholders in a.
Physical room, but in a room you can't beat it.
And #5 is to engage stakeholders early and often.
So early and frequent stakeholder.
Engagement is critical. I have been involved in many
projects where. That isn't done.
Or, you know, you may have had a change manager.
Or you don't have one or engagement.
Sometimes falls in in the middle and isn't.
Just isn't done well. By the.
PM as ABA you can step into. That space, but there's specific
skills. To do that if there is no one
doing it. Just do it just.
Put your hand up and start. Pushing it through.
Those regular touch points help clarify requirements, they
prevent misunderstanding, they streamline communication, they
they stop a hierarchy situation from happening.
And you know everyone like referring to documents and what
I said on. Wednesday the. 19th.
And you? Know having to write down every
single conversation. You've had it's a disaster.
It's just a time waster and adds no value, so if you're engaging
with. Stakeholders, you won't get to
that point. Now you can use various methods
like interviews, surveys, focus groups, right And to get
different perspectives as well. So it's not just around having
a. Conversation or a one-on-one?
But make sure you don't often check in product.
Owner meeting should be. Ideally it stand ups but if.
You're not doing that then once a week, number six.
Is to utilize visual. AIDS OK.
A picture is worth 1000 words, so using visual aids like flow
charts, diagrams, wireframes to capture.
And communicate requirements. Is is highly effective visuals
can simplify complex information into like rolling on up.
I always say, look, if we, if we just.
Pull this all back up. This is.
The diagram we're looking at, let's just focus.
On the inputs and outputs and black.
Box the middle bit and make it just makes it easier for
stakeholders. To understand.
And provide feedback and especially if you're dealing
with. Different levels of stakeholder
with different levels of knowledge.
Visual aids are so useful. I always I know people go on
about death by PowerPoint, but I use it as a communication
method, not as a presentation method. #7 is to adopt.
Agile techniques. We've talked about agile a lot,
but the spirit of agile like some.
Of the methodologies in there like scrum stand.
UPS. Continuous improvement.
If you utilize the the best bits of agile, you can significantly
speed up the requirements. Capture process.
And so like using user stories, grooming a backlog of items,
getting feedback loops, allowing for continuous refinement and
prioritization of requirements in the.
Culture around it. Can also speed up.
What you need to do? #8 is to use those collaborative
tools. Not just some workshops.
But also in the delivery side and.
Design side. So JIRA, Confluence, Trello,
DevOps, these tools facilitate real time capture.
Really important. And.
Communications, so when you're updating it, people can go there
straight away. Document sharing, tracking of
progress. It makes it easy to capture and
manage requirements effectively, but also allow you to be nimble
real time and only have to enter the.
Information once and then for people to be able to source that
information through reports outputs using the same tool. #9
I can't stress this enough, and I keep reminding myself is to
define clear acceptance criteria.
Clear acceptance criteria are essential for ensuring that
requirements are understood and met.
They should be in the word of the user.
More simple. Than the.
Requirement themselves. They can be used in UAT and they
help clarify scope of the requirement even though scope
should. Have been.
Defined upfront, this really is down to the brusk tacks of what?
You're actually going to get at go live.
They provide a measurable way to validate the requirements and
whether or not they've been implemented correctly in the eye
of the beholder, but it reduces ambiguity and rework.
And they're so, they're so important.
And I've literally just taken some accepting criterias from
requirements. Of turn them.
Into some users. Acceptance testing.
Scripts. Today so.
There you go. And equally also acceptance
measures or measures of. Success which?
Are acceptance criteria and A and a statement.
Of work. Today.
So there you go, really good ways of.
Utilizing that so if you're not ABA you.
Can still. Use these in sales documents as
well. And #10 is to practice.
Effective communication. I say communication so often on
this podcast. It's really sometimes we've dug
into that about. About what communication means.
What I mean here is that effective communication not only
is the cornerstone of any successful requirements
gathering process, and it's about being clear, concise and
open to feedback. Active listing and empathy go a
long way in understanding stakeholders needs and ensure
that requirements are captured accurately.
So be a great communicator. So that's 10 tips to speed up
your requirements, capture process and make your projects
more efficient. If you've enjoyed listening to
this episode, share with your friends, add a review or
comment. At the bottom of the podcast and
I'll see you next week.