Death of a requirement
by Ananya P. Co-founderShocked? How can our dear
requirements die?
Requirements are very dear to
business analysts. They provide us our reason for existence. Should they
die? When can they die?
These are many interesting
questions for all business analysts. Sometimes I find very
strange (and absolutely wrong answers from many learned trainers) who say
requirements die when a project is completed. Many confuse
between requirements life cycle, business analysis life cycle,
project life cycle and solution lifecycle.
It is imperative for us to
distinguish between all these life cycles. Each life cycle has a distinct
focus and utility. Often they overlap with each other, but they are
separate distinct entities.
Life cycle |
Purpose |
Start |
End |
Requirements
life cycle |
To
track requirements from origination till retirement |
Once
identified by a stakeholder or a system or a document |
When
the requirement loses relevance due to changing business needs such as
regulatory changes or business changes |
Business
analysis life cycle |
To
develop requirements for an initiative |
A
need identified |
Once
requirements are fully developed |
Project
life cycle |
To
track a project |
Once
approved by sponsor |
Deliverables
successfully deployed |
Solution
lifecycle |
Track
development/procurement of a solution till its retirement |
Solution
approach and solution finalized |
Retired
from live systems |
Now let’s understand the
concepts using my organization’s journey so far.
We started Adaptive
US as a 2 partners company.
Initially, Adaptive had a couple of clients. We invoiced customers using
an excel workbook and tracked payments in a simple workbook.
Adaptive US had accounting requirement at the very same time it had
its first financial transaction. This is where the requirements lifecycle
began.
Our solution of managing
accounting using an excel workbook took birth when we invoiced our first
customer.
Now Adaptive US grew bigger and
in next 10 years, and we were invoicing and collecting 500+ transactions a month.
Transaction complexity increased as Adaptive also started exporting and
importing.
We found it difficult to manage
accounting in excel. Legal requirements also increased as our books
were to be audited as it crossed a certain revenue number.
We started a
simple business analysis exercise to identify the solution to
our problem. We had an option of hiring an accountant, purchase accounting
software and do accounting in-house. But this is quite expensive and at
the same time, we weren’t sure of the capabilities to meet all regulatory aspects.
This would have taken considerable management
time as well.
So we looked for an accounting
partner with a good solution for an accounting system.
We had a short project to
choose the right accounting partner to outsource our accounting
activities. That was the beginning of a short project. Once we found
a suitable accounting partner, the project got over. Our business
analysis exercise was also over with the project.
Once we outsourced
accounting, the macro-enabled excel that we built was discontinued. That’s the end of life for our homegrown accounting system.
But the business need for
accounting continues. That does not die. The need for accounting for
Adaptive US will exist as long as Adaptive exists as a commercial
organization.
Now this year, our government
decided to unify 5 individual taxes into 1 tax. So the requirements for
the 5 taxes die. At the same time, the requirement for the new tax takes birth.
Our partner’s systems need to
change as the new regulation sets in.
Hope with this example, we are
able to distinguish between various life cycles.
About Adaptive US (Think
BA. Think Adaptive.)
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Created on Aug 29th 2018 06:59. Viewed 615 times.