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A traditional requirements gathering approach has been in existence for some time now across various industries. A business stakeholder is chartered with developing a vision and strategy for a particular business problem they are trying to solve or innovation they are driving. The business stakeholder begins working to complete the necessary research, develops objectives, goals and strategies, then meets with their IT counterparts and the requirements gathering process begins.
There is one school of thought that states a business person should start work without worrying about the current constraints of existing system functionality as balancing the envisioning process with the day-to-day reality will never lead to true breakthrough thinking.
Following the envisioning phase, the analyst begins an interviewing process to begin capturing business requirements, as this is the point where business vernacular begins to be translated into something that can be understood and translated by their IT counterparts.
IT then takes the requirements, begins their analysis, provides a rough order of magnitude or “ROM” estimate, compares that to the number of individuals on the development and test teams then, advises the business how many requirements they can actually manage for a period of time and a release is born.
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