- 12.6.2024
Requirements specification is made for procurement.
In the implementation phase, specification and design descriptions are produced for construction, which are based on the requirement definition and specify it. The acquisition is based on an operational need, the solution of which requires an information system reform.
What exactly does the activity need? Which part of it will be implemented by the acquired information system?
so that all relevant usage situations (use cases) are revealed
so that all potential suppliers understand "steak" correctly
so that the description covers the necessary functions of the operational process.
In this way, suppliers know how to offer the best solution based on their own starting points, and comparison of offers is easy and fair.
In the best case, the delivery is planned so that piloting and use can be done in stages. In this case, experiences and benefits are gained right from the start. This requires that the most important entities in terms of operation have been identified in connection with the definition of requirements.
There is no need for descriptions, things are resolved during the agile implementation phase!"
The operating environment may impose requirements, which would be good to bring up already in the tendering phase. The information may include, for example, that at certain times of the year the performance is tested, or there may be certain industry-related regulations and other regulations that must be taken into account
Essential use situations should be presented systematically, e.g. as use cases, not as system features. Previous descriptions and wish lists can be used to support the work and serve as auxiliary materials.
Only some of the requirements can be mandatory and you should know where they come from for each requirement. The coverage of the requirements and possible contradictions must be checked. The implementation should be described as an MVP (Minimum Viable Product), i.e. the smallest functional product that can be used to support operational processes. Even if the information system is implemented using agile methods, the requirements must still be described.
The object of the procurement must be described so that the customer's different user groups agree on the procurement and the suppliers know how to offer good solutions. If things are left open for an agile implementation project, then the customer must allocate time to solve the questions during the implementation project. Then you have to take a stand on open matters and the customer's representative must know how to communicate the needs of all user groups. The situation can escalate and the completion is delayed, because typically the customer's representative participates in the implementation project only in addition to his other work. Systematically described requirements in advance make the implementation project easier, where you can focus on defining and planning a more precise implementation.
The key is user orientation. The business representatives describe the needs, and an experienced requirements specifier prepares a sufficient description to get to the procurement preparation. The IT expert does not know how to describe the needs of the operation and the representatives of the operation are not experienced in defining requirements. That's why it's worth defining requirements interactively together with different stakeholders and a separate requirements specifier.
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