Every business and information analyst (BIA) knows it. Within a project, discussions about functionalities, unclear expectations and a solution that just does not fit. Often the cause is not the technology, but the basis: the requirements.

The bridge between demand and solution

Requirements describe what a solution must be able to do or deliver to fulfill the business need. They are the bridge between demand and solution. Between the business that wants something, and the development team that realizes it. Exactly at that intersection is the business and information analyst. The BIA translates the demand of the organization into concrete, testable requirements. Not by coming up with the solution himself, but by getting the need behind the question clear: What is the problem we want to solve and why is it important?

Why good requirements are worth their weight in gold

1. Common understanding
Requirements make expectations explicit. Everyone, from product owner to tester, works from the same understanding. The business and information analyst monitors that this understanding is really there, even when interests differ.

2. Get a grip on the scope
Clear requirements prevent the scope from growing unnoticed. The BIA helps prioritize: what is a must have and what is nice to have?

3. Quality & Acceptance
Requirements are the measuring stick for testing and delivery. The business and information analyst ensures that the criteria are objective, measurable and linked to the original need.

4. Efficiency
A good start prevents misunderstandings, extra work and delays. The BIA identifies ambiguities early and ensures that decisions are recorded before construction begins.

5. Value creation
Requirements link the solution directly to business goals. The business and information analyst keeps the conversation going about the question: does this really add value?

How the business and information analyst brings requirements to life

Retrieving requirements requires listening, questioning and translating. A BIA retrieves requirements through interviews, workshops, observations and going through documents. Prototyping also helps to make requirements tangible and prevent misunderstandings.

In doing so, the business and information analyst not only considers what needs to be done, but also how well something should work. In my previously published blog Non-Functional Requirements - the basis for a good system I elaborate on this: quality requirements such as performance, reliability and usability are at least as important as the functionality itself.

The power of requirements is in careful wording:

• Give each requirement a unique code (e.g., REQ-001).
• Describe one need per requirement.
• Formulate SMART: specific, measurable, acceptable, realistic, time-bound.
• Appoint importance and urgency using the MoSCoW (Must, Should, Could, Won't) method.
• Whenever possible, substantiate with pictures or diagrams.

Keep learning and adjusting

Requirements management doesn't stop after the first version. With a PDCA (Plan - Do - Check - Act) approach, you make sure requirements move with reality. That means: tuning with stakeholders, validating, recording changes and revising priorities when necessary. This keeps the connection between business goal and technical solution intact, even when circumstances change.