Article: Prior to gathering business requirements, the company needs an issue to focus on. Once a problem is identified, the company, in turn, seeks the optimum solution to solve the problem. The business requirements provide an outline of justification for the project and the details necessary to determine the optimum solution. That means that the company must continually gather data about its customers so that it can identify problems and so that it has data to provide justification for new projects. Once a new project is decided on, you can move on to gathering the business requirements. To clarify the problem, start with the problem statement. The problem statement is essentially why you are starting the project. You saw a problem within the company or with your customers that needed to be addressed. Your problem statement should lay out exactly what the issue is. The "problem" could also be a need the company has or an opportunity for growth. Since business requirements focus on a particular project, you can hold meetings with the relevant people from the project. The team will be composed of people in various roles associated with the elements affected by, or affecting the problem. You may need to meet more than once to gather the information you need. In your team meeting, discuss what the problem is and who it is affecting. Make sure people at the meeting have numbers to back up the problem. For example, a quality problem will require production and inspection people, such as industrial engineers and foremen, as well as any staff HR people if there are potential labor elements (union) involved. That is, the problem statement should cover what the problem is, of course, but it should also cover who it affects, where it is happening, and when it is happening. It should also address what the problem is affecting, besides people. Remember that the team is not identifying the problems, but the causes, consequences, and effects of the problem statement as previously developed. With the group, begin identifying the various departments affected, how they are affected, and the existing impact of the status quo. Have someone write on a board or screen that's visible to everyone. Write down the problem statement at the top. Let people throw out ideas and write them on the board. Make sure people arrive prepared; if you've already created the problem statement, they should have read it and thought about it on their own. Don't judge ideas. As people throw out ideas, don't offer judgment, at least while brainstorming. People will be more hesitant to say things if they think they will be judged. Encourage everyone to speak. If someone hasn't said something, call on that person to see if he or she has something to contribute. Once you've brainstormed, it's time to narrow down your solution. Discuss which of the solutions seem like the best one. Basically, you're going to decide what your company is going to do to solve the problem. Maybe you've decided you want to return to some of your original designs with some updates.
What is a summary of what this article is about?
Analyze the identified problem. Gather the team. Address all aspects of the problem. Narrow down ideas.