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Requirements Analysis The Startling Truth

Join Tony Heap, a seasoned Business Analyst and Designer based in Yorkshire, as he reveals the startling truth about requirements in business analysis. This insightful session will explore a case study in online grocery retail expansion, highlighting the importance of challenging perceived requirements and embracing design thinking. Learn how every requirement is optional and should be scrutinized to ensure the best return on investment. Engage with practical examples and discover strategies for effective decision-making in your projects.

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Requirements Analysis The Startling Truth

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  1. Requirements AnalysisThe Startling Truth IIBA North West& East Event Tony Heap tony.heap@its-all-design.com

  2. About Me • Freelance “Business Analyst Designer” • Based in Yorkshire • Clients include • ASDA/Walmart, Morrisons, Arcadia, NHS, BT, RWE Npower, Answer Consunting (aka UPCO), BJSS, Barclaycard, Egg • In my spare time… • www.its-all-design.com

  3. Agenda • Today I will reveal the startling truth about requirements • Starting with a case study…

  4. A User Story • As a… • Shareholder in a national grocery retailer • What I want is… • A better return on my investment • So that… • I can afford to buy a 2ndgeneration Nexus 7

  5. CEO • How can I deliver • a better return on investments? • Options / components • Charge customers more • Pay suppliers less • Open more supermarkets • Expand into convenience stores • Go online • Do nothing [argue that return on investment is good enough already]

  6. CEO • Decision • Expand into convenience stores • Go online • Next steps • Hire Head of Convenience • Hire Head of Online

  7. Head of Online • How do I deliver • Online grocery shopping? • Options / components • Online platform (web) • Online platform (mobile) • Picking and packing capability • Home delivery capability • Click & collect capability • Customer service capability • Do nothing [argue that going online in the current climate is a bad idea]

  8. Head of Online • Decision • Online platform (web) • Picking and packing capability • Home delivery capability • Customer service capability • Next steps • Engage IT department (Business Analyst) • Hire Head of Fulfilment • Hire Head of Customer Service

  9. Business Analyst • How do I deliver • Online platform (web) • Options / components • Register • Log in • Browse products (not logged in) • Browse products (logged in) • Add product to trolley • Add product to wish list • …and so on • Do nothing [argue that we should be doing mobile instead]

  10. Business Analyst • Decision • Register • Log in • Browse products (logged in) • Add product to trolley • …and so on • Next steps • Do next level of detail

  11. BA – Next Level of Detail • How do I deliver • Register • Options / components • Capture customer name • Capture customer date of birth • Capture customer password • Password is at least 8 characters • Password contains non-alpha characters • Fingerprint authentication • …and so on • Do nothing [argue that customer doesn’t need to register to use the platform]

  12. BA – Next Level of Detail • Decision • Capture customer name • Capture customer password • Password is at least 8 characters • Next steps • Engage UX Designer

  13. UX Designer • How do I deliver • Password is at least 8 characters • Options / components • Display error after user submits • Display warning before user submits • Disable submit button until user enters 8 chars • Do nothing [argue to drop the feature because the complexity outweighs the benefit]

  14. UX Designer • Decision • Display warning before user submits • Disable submit button until user enters 8 chars • Next steps • Engage developer

  15. Developer • How do I deliver • Display warning before user submits • Options / components • Update the DOM with the warning text • Have a hidden DIV and make it visible/invisible using CSS • [OK so my web dev skills are a bit rusty…] • Do nothing [argue that the dev effort outweighs the benefit]

  16. Cascading Levels of Detail

  17. Business Process Hierarchy

  18. Observations • Everyone is making decisions • Everyone is designing the business change • People work at different levels of detail • One man’s requirement is actually the previous man’s design

  19. The Startling Truth • There’s no such thing as a requirement • Nothing is truly required • It’s all optional • It’s all part of a business change design • It’s all design

  20. Business Needs • There’s no such thing as a business need • Everything is optional • Moving into online shopping is a conscious business decision • It is not a “need”

  21. Inferences • Every “requirement” can, and should, be challenged • There are always options • The “do nothing” option should always be considered • The “underlying business need” can, and should, be challenged • To save the business from a doomed project

  22. Problems with Language • If we call them “requirements” they are set in stone • If we distinguish between “requirements” and “design” we end up arguing about which is which and who does what • Google “requirements versus design”

  23. A New Language • In • Design • Business change design • Business process design • Functional design • UX design • Technical design • Options • “Deciding what to build” (Cockburn) • As-is and to-be • Business objectives • Ideas, proposals, suggestions (for business change) • Out • Requirement • Business need • Problem (there are only opportunities) • Solution (since there are no problems)

  24. Take Aways • Change in mind set • “I am a designer” • Change in language • “I am deciding/designing what to build” • More details • www.its-all-design.com • tony.heap@its-all-design.com

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