In this chapter, we explored scoping, defining requirements, and the RTM, along with their connection to business processes and subprocesses. While some implementations may consider a requirement document a good enough artifact to be able to continue with the project, we have seen that with a structured approach to documenting requirements, maintaining their traceability ensures that the entire project team has bonded with the goals they need to reach, which means there is a greater chance of achieving success.
While sharing insights of various requirement-gathering techniques, we highlighted the need to listen well, lead the discussion, and negotiate the must-have requirements. The answers to the fundamental business questions (why, what, when, where, who, and how) and requirement ownership ensures that a proper analysis is performed. This leads to selecting the right...
