com/what-questions-do-i-ask-during-requirements-elicitation/
Part of preparing for requirements elicitation is identifying questions. You definitely want to
avoid securing valuable stakeholder time only to be lost about what questions to ask! Some
stakeholders will talk your ear off, but others need to be led through a conversation.
Regardless, I’ve found that preparing a list of requirements questions helps me keep the
conversation on track.
Requirements questions can feel like peeling off the bark of a tree
This post is about identifying targeted questions for a scoped project. Often I do this by
building a requirements questionnaire. If the scope of your project is not yet defined, you
might want to check out “5 questions to ask before starting any technology project” for some
generic elicitation questions that work on most any project or “10 ways to discover what the
problem really is” for alternate ways to ask about the problem space.
p1/5
A requirements questionnaire is a list of questions about the project requirements. Typically
the questions are organized by feature (or business requirement or project objective).
Essentially each high-level requirement from your scope document should have a list of
questions to further refine your understanding. Investing time in a requirements questionnaire
will help ensure you not merely gather up requirements, but also that you discover undreamed
of requirements as Adriana writes about in “Beyond gathering, eliciting, and trawling for
requirements.” The more you learn about a topic the more questions you have. So
requirements questionnaires tend to evolve over time.
Requirements questionnaires are project sensitive. No one questionnaire will work for all
projects. If your organization does projects of the same type, you might be able to build a
questionnaire template. If you are working on multiple different project types, you will need
to write a questionnaire for each project. There are some resources scattered across the web
where you might find question lists for your project type and that’s one of the resources I’ve
considered building as a Bridging the Gap product.
Here’s some generic questions you can use to spur your thinking.
p2/5
• When will we be ready to start?
Why questions are great wrap-up questions as they help confirm that the requirements you
just elicited map back to a need you identified when you scoped the project.
p3/5
10. How can we expose this new feature to make sure it’s well used?
How do you prepare for requirements elicitation? Do you use a requirements questionnaire
or does another technique work better for you?
Related posts:
(123 views)
{ 1 trackback }
Hi Laura:
p4/5
Great list of questions! Asking the correct probing questions is a really important
activity in order to get to the meat of the problem, and you’ve captured a lot of good
ones to get the process started. I think that this list has the potential to become a
resource for your analysts looking for ways to improve on elicitation results that you
should look at posting on the sire here.
Even though I could add a few other questions like many others could, I really wanted
to note that the “Why?” question has become my favorite over the years and has taken
on a life of its own. In fact, I use the 5 Whys technique from the BABOK quite often
in elicitation, as well as in standard root cause analysis. I’ve found that it really works
well when repeated over-and-over in determining needs versus desires.
Doug
Thanks, Doug. I agree, the “why” questions are definitely the most important. I tend to
use them the most, however, when scoping the project and probably a lot less (maybe
less than I should) when getting into the details. Whys are also good follow-up
questions. So if an answer to a “how” or “what” question doesn’t make sense, you can
always ask, “Why is that?” It’s a great generic follow-up question that helps keep the
conversation moving forward and helps stop the BA from making assumptions about
the “why”.
WHY is the most important in my career. I think, that WHY is exactly why BA is
needed for development process, because both business and technology care of what
and very often forget WHY.
Business people start define project by defining what they require to be developed and
technology people say: “no, you will not get what you want”. WHY helps to find the
key idea of the project, which is nothing but the business NEED. We are not able to
find it without WHY.
I need WHYs in many other situation. E.g. de-scoping, when people tend to ask what
and how much instead of WHY and setting correct priorities.
p5/5